Performance Reviews: Decode Them in Terms of the Organization's Big Picture
Professional anonymous networks, formal career guidance and lots of internal organizational chatter focus on performance reviews. Unfortunately, most on the receiving end of both positive and negative reviews interpret them personally. Usually that's short-sighted and won't get you up to speed on what you should be doing or not doing to accelerate success or prevent being terminated.
The reality about performance reviews is, as this comment on Fishbowl points out, is:
"A ... review is ... a management strategy"
That means that it is essentially a tool of management to achieve its objectives. Those range from legally covering itself in a termination (negative review) to motivating the ambitious to even work harder (positive review).
In addition, another reality is that in some professions such as practicing law in a top law firm positive reviews do not ensure much or even everything. Depending on what the management strategy is they can be undercut by a scathing more recent review. Even concrete data such as the number of billable hours can be overriden by soft-subject concerns such as lack of responsiveness, failure to mentor and/or deficit of innovative thinking.
Of course, there are the very personal implications of being terminated or being placed on a PIP. At that point, the energy should be invested in not on-the-spot self-defense but in 1) Negotiating the best exit package which may involve retaining a lawyer 2) Applying lessons learned to how to position yourself for the next job 3) Starting that job search.
Yes, there are organizations in which the performance review is for professional development. But even they are hard-wired for management's objectives.
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