A review of the performance review

[Flickr: jennifertomaloff]

It's probably one of my least favorite times of the year because of the stress, but the annual review process at work can be a great opportunity to reassess your job and your work goals. Everyone's process differs, but most include a self-evaluation and some sort of review meeting with your manager.

Preparation
Whether your reviews are done at the same time each year (all employees in July, for example) or on your particular start-date anniversary, it can be daunting to go through a whole year of work. Keep track of projects and results throughout the year to make it easier during this already-stressful time. Some folks like a notebook, but I keep running Word docs listing program (our nonprofit had many), project, specific tasks I performed, and results. I also list any trainings or conference I've been to, awards I've won, and trainings or other service type things I've done for the organization (that aren't in my job description). I print out a few copies of each year's list for my own records, my boss's records and HR's annual review files.

Self-Evaluation
If you're not already in the practice of honestly evaluating yourself, this can be hard. This is not the time to be humble, but it's also not the time to blow yourself up without supporting evidence. Most evaluations include some kind of sliding scale (usually ranging 1-5 or weak to strong) and space for comments. I recommend adding comments in every category to support your rating. If you run out of space, make notes on another sheet of paper. It helps to grab your job description and use that as a measuring tool. If you find that you're doing a lot outside of your description, write that down, too; you can address that at your meeting.

Face-to-Face
For your face-to-face meeting, prepare your list of accomplishments (from the Prep stage above) and any revisions or changes you've seen to your job description. I also make a list of project ideas for the coming year and any issues I want to discuss with my supervisor (suggestions for better communication, better work processes, and any areas I could use more support in from her or the team). If there's anything that's been weighing on your chest, this is the time to get it out, although I would refrain from straight out venting—I subscribe to the school of every-complaint-should-come-with-a-helpful-suggestion.

The meeting will often include you and your supervisor going over the evaluation together. Pay attention, and if you have any questions as to why you received a rating you did, ask then and there. Your supervisor should be able to list reasons, and you may have a chance to present information to support your self-evaluation, or you may gain understanding and self-awareness of your work that you weren't able to see before.

The Money Talk
Annual reviews are also common times to evaluate your position and salary. Some companies have salary talks every year (formal or informal); others are on a more sporadic or inconsistent schedule. If it is something you want or something that is an option, do some research on what changes you would like seen made to your job description and what type of compensation you would like to negotiate (websites like payscale.com are a good place to start for a target salary, but you can also consider asking for schedule flexibility, more vacation, etc.). Be clear and present tangible reasons from the employer's perspective for why you deserve the raise ("Because I've been here two years" and "Because I'd like to afford a nicer apartment" are not good reasons; "Because I've added value to this organization beyond my paygrade and would like to continue doing so" or "Because I'd like to take on more responsibility in an area that the organization needs help with" are good reasons). If your supervisor hints that the timing just isn't right or that you're just short of being ready, suggest a mid-term review in three or six months to reassess and reconsider.

Aftermath
You should come away from your review with goals for the next year (agreed on by you and your supervisor) and an understanding of where you can improve (yes, every one of us has something). If you go back to your set ways without adjusting, you'll just be back in the same place next year (slightly worse, since you should know better). Take any constructive criticism or suggestions and apply them; if there are areas of specific concern, don't be afraid to ask for extra training or referral to resources that might help.

Some additional resources in prepping for your review: Forbe's article "How to Ace Your Performance Review" and the Grindstone's From Review to Raise series.

How are performance reviews structured at your workplace? How do you prepare for them?

Internships: Creating the best experience for your intern

[kate at yr own risk]

Today we’re looking at the flip side of internships: managing and creating the best experience for your intern.

A few important things to remember when hiring an intern:

• An internship should be a learning experience for the student. This position is about them as much as it is about your organization or company.
• Legally, the intern cannot displace a regular employee. Don’t choose an intern over a regular hire just to save money.

At the point in my career, I have more experience as an intern than as a manager, so I try to apply the things I liked about my managers to my own managing methods.

Get to know your intern. What are their interests? Their goals? Their strengths? Their weaknesses? Depending on the needs of the department and the intern, they may want to use the internship to further their goals or to bulk up areas in which they are currently inexperienced. Gauge this at the beginning and periodically throughout the internship.

Let them in on the process. Especially at the intern stage, the best way to learn is by watching. Let them in on meetings, brainstorms, even editing sessions so they see the thought process that goes into the work. For many students, internships are the first time they’re seeing the inner workings of an office or the industry they’ve chosen, so these experiences are extremely valuable.

Make expectations clear. Although they may be your intern for 10-12 hours a week, the average student has a lot on their mind at all times. Being clear about what you need from them—and when—will keep the productivity flowing and help your intern learn to manage their time. Clarifying expectations will also make it easier to assess the effectiveness of the experience later on. If you’re unsure about what they can handle, talk through it with them and ask them to self-assess how long tasks may take.

Create real opportunities to contribute. One of the main reasons for the legal stipulation that interns cannot displace regular employees is so that students aren’t stuck getting coffee or answering phones for three months so you can avoid hiring a receptionist. Students have a lot to offer—even though the age difference between me and my interns is relatively small, they have different skills, experiences and generational biases that can encourage creativity among others and inspire real change.

Give them some freedom… We all hate micromanagers, and being one can stifle an intern’s experience just as it can a regular employee’s. If you have some smaller tasks or projects in their beginning stages, research and brainstorming are great experiences for interns to not only get a handle on the industry but also to show their creativity. An an editor, I returned interns’ first drafts with comments only (no redlines) to give them the chance to work through things on their own and really show their stuff.

…but be available. By far, the most frustrating internships I’ve had are when I was left completely alone to do my work with no guidance and little contact with my supervisor (even when sought). It’s amazing how much some companies will trust a 19-year-old with no experience. Let’s just say neither I nor the company got anything out of the experience. Whether it’s an open-door policy or a weekly check-in meeting, make sure your intern is getting the support they need.

Internships can be valuable for both sides of the relationship, so maximize the experience! What tips do you have for managing interns?

Stopped by for the first time? Catch up on parts one and two of the internship series.

Originally posted here.

Freelance Files | Time management

For anyone who thought my desk might actually look like this on a normal day, here is a more accurate picture of my "tidy" desk during the week. And yes, this is after clearing off space.

True story: I opened up this window to type this post around 5:30 p.m. last night. And right now it's 8:30 a.m. and these are the first words on the screen. Although I had some ambitious time management plans when I first started out this freelancing thing, reality has set in. I was always really adept at juggling multiple projects at work, prioritizing what had to get done, and churning out lots and lot of stuff. But fewer deadlines and unclear priorities are a new beast for me (I can take my personal projects at my own pace right? Um...do I ever want them to get done?). Some thoughts on my current time management situation:

• One of the things I was looking forward to most about freelancing was a more flexible schedule. Lunch with friends, more time for hobbies, the ability to join weekday Bible studies. Not to take away from my work time, but mostly because I knew freelancing was not an 8-5 job. Sometimes it's a 12-10 job, sometimes 3-midnight. I don't want to over-plan my day, either.
• Much (ok, almost all) of my work so far is for clients in California. This has been a huge blessing and it's really great to continue work relationships with people I love working with, but has got my hours a little wonky, since they're basically working 12-8. I do really like getting a head start in the morning on them, though...definitely keeps me from more late nights.
• Training for a half marathon has totally thrown my schedule upside down. Exercise was never part of the plan. If you include running time, warm-up/cool-down time, and taking time to eat a nutritious breakfast time, that adds about 1.5 hours to my morning routine 4-5 times a week. 

Things I'm learning about managing my time:

• One to-do list. Rather than the multiple to-do lists I'm accustomed to keeping, since my life is much more fluid and flexible, I'm using just one list. 
• Take breaks when needed. Not just computer breaks (although those are important), but coffee breaks, reading breaks, and breaks from the race of keeping up with other blogs and social networks. 
• Make appointments. If I want to have lunch with a friend, I schedule it days in advance when possible. I also have standing volunteer hours at Dress for Success Miami, which is great to add structure to my day. Not only do appointments help me chunk up my work time and use it better, it also gives me something to look forward to and measure toward during the week.
• Realize I don't have to plan every minute, especially when it comes to my workouts. I prefer morning workouts, but a) it's been hard to get up in the mornings lately (soreness from this new exercise thing doesn't help) and b) sometimes I get inspired when I wake up and sit down and start typing million-word blog posts like this. To keep myself on track, I make sure to put on my gym clothes in the morning and then when I do get to a stopping point, run down to the gym in my building knowing that once I get on that treadmill, it's a bigger pain to stop than it is to keep going.
• Do something. Anything. It doesn't have to be for money. It doesn't have to be for a larger goal. Doing begats more doing, so instead of thinking about my website while browsing blogs, I'm trying to close the browser and start working on the website instead (writing in Word, for example...I know I'll need to open up the browser again to actually do web work). 
• No more caffeine after noon. Iced tea with last night's dinner was a bad move, but I now have a whole pageful of notes and ideas (things I can do right away) that I took on my iPad under the covers. I'm paying for it this morning, though, so time to rein it in. This one's a party animal, can you tell?

What are your biggest time management challenges?

How to deal with annoying coworkers | Oversharers and eager beavers

[lokidude99]

In part 2 of the annoying coworkers series, we're going to tackle oversharers and eager beavers.

The Oversharer

• Offers unsolicited personal information
• Inappropriate conversation or behavior (often sexual or flirtatious)
• Sometimes also a downer
• Spends a lot of time talking rather than working

Why someone might be an oversharer: People overshare for many reasons, but one thing is for sure: oversharers misjudge how close they are to others and how others perceive them. While this can be true of many relationships outside of the workplace, it presents the biggest pickle in the workplace. 

How to deal with an oversharer: Oversharers aren't good at social cues (see above) so a simple look or facial expression may not get through to them. I usually stick with a simple, "Whoa, TMI!" (in a somewhat jokey manner) but another thing you could try is noting times where you don't feel the conversation would be appropriate for you to continue: "...but I shouldn't say any more...it's a bit inappropriate for the workplace." Passive aggressive, maybe, but it shows you see boundaries without directly attacking them.

What if you're the oversharer? If you hesitate on sharing something, just don't. Let the other person lead the conversation, and keep your discussion within their preferred scope. If a joke isn't appropriate to tell your spouse's grandmother, then it's probably not appropriate for work (a sliding scale, I know, but you get where I'm headed).

The Eager Beaver

• Overly enthusiastic
• Moves and speaks quickly (sometimes too quickly) and loudly
• May take on too much
• Often speaks and acts before they think
• Finishes work before the deadline

Why someone might be an eager beaver: Eager beaver behavior often comes with inexperience. These people mean well and desperately want to do a good job and be liked. They're just trying to make a good impression, and don't realize that they may be stepping on toes or shattering eardrums in the process.

How to deal with an eager beaver: Offer some (but not too much) praise and recognition. Give them research-based projects to use their abundance of energy. Encourage deeper thinking and let them in on your thought process or strategy session so they see what goes into certain actions or decisions.

What if you're the eager beaver? Cut back on the caffeine and sugar (don't cut it out, it's good for you). If you find yourself finishing up your work way ahead of the deadline, lay it aside for a few hours and come back to it later to consider how you could hone it more or add more to the finished product. Read up on industry practices or strategy to inform your decisions...you may be surprised at what you may learn.

Of all the personality types (including the upcoming ones), eager beaver hits closest to home. I'm pretty high-energy even without coffee, and I'm sure I've annoyed others with my enthusiastic and optimistic take on life. I've mellowed out a lot as I've racked up some experience behind me, so I can speak firsthand to how I've become less crazed rodent and more savvy Sally (but still optimistic).

Missed last week's installment? Check out the downer and the bulldozer.

Do you have an oversharer or eager beaver at work? Or are you one? Any tips to add?

How to deal with annoying coworkers | Downers and bulldozers

[smaedli]

If you caught my tweets or Facebook last Friday, you'll know I spent a chunk of my morning at the Fox 40 Live studio in Sacramento doing a brief segment on dealing with annoying coworkers. I only had about two minutes. If you're keeping track, that's 7 minutes of local TV fame, eight more to go (I better start spreading these out more).

We profiled two imaginary people with traits that are often found together to help viewers visualize the tips and how they could be applied. This is in no way comprehensive, so I will be exploring other potentially annoying traits as well, and spreading these posts over the next few weeks.

I'm talking from experience here—I know I have been the annoying coworker at one time or another (ok, a lot of the time). I think the key is to recognize when these behaviors are appropriate and how to not let them interfere with your work relationships.

First up, the two imaginary profiles we talked about on air: the downer and the bulldozer.

The Downer

• Chronic complainer
• Negative about outcomes / pessimistic (not to be confused with realistic)
• Raises doubts in others
• Slacker
• Not concerned with how they are perceived
• Tends to bring up personal woes at work

Why someone might be a downer: Lack of confidence in self or work, tension or troubles in personal life, don't care about work (perhaps looking to move on),

How to deal with a downer: Compliment them on a job well done (find something, even if it's small). Remind them of past successes. Acknowledge their feelings genuinely and then gently turn the conversation back to the work at hand. Something like, "I'm sorry to hear about that. I hope things work out. Do you have a few minutes to discuss [project x]?"

What if you're the downer? Try something new in life, or pitch a new idea at work. Think back to the last success you had (yes, that thing you did this morning counts) and recapture that feeling. Connect with creative friends (coworkers included) off the clock. Find something that motivates you and keeping that close by as a reminder.

The Bulldozer

• Dominates conversations
• Self-promoter
• Doesn’t take direction well
• Resistant to other opinions
• Not a team player

Why someone might be a bulldozer: They're trying to prove themselves, they are afraid no one will see their work if they don't trumpet it themselves, they want to control their projects.

How to deal with a bulldozer: Acknowledge their contributions. This may seem counter-intuitive (they're already trumpeting themselves enough), but if it's already been said, they'll look super-silly saying it again. If you're on the same team and the person is hogging projects that you want, express interest in a project or duty first (one-on-one with your supervisor) so it's not up for grabs later.

What if you're the bulldozer? Listen—I mean really listen. Try someone else's suggestion, and if theirs doesn't work, then pitch your idea as the fallback. Acknowledge the contributions of others (none of us can do this alone). Offer helpful suggestions for others to take or leave (and don't get butthurt if they leave it).

How do you deal with the downers and bulldozers in your life? What other coworker stereotypes would you like to see in this series?

And in case you were interested in seeing the clip, here you go! Pardon the throat-clearing...I had just downed my coffee and still had coffee-throat.

Dealing with dress code violations [Guest Post]

[source]

Hi everyone, Nicole from Employed Panache here to talk about how to handle employees who violate the office dress code.  As New Professional reader Martha mentioned here, this can be a very touchy subject, leading to difficult conversations.  Depending on the extent of the violation and tenure of the employee, you can take several approaches.  Just keep in mind that more often than not, you should be engaging in a conversation with the employee versus telling him/her what to do.  I have found that most people do not respond well to commands and want a chance to discuss their side of the story.

If your company has a dress code policy in print, use this to your advantage.  The first approach might be to have a quick conversation educating the employee on the details within this policy.  Depending on the scenario, the unprofessional attire could be simply due to ignorance of the policy because the employee is new to the company or new to the workforce in general.  Most employees want to comply with company policies, so in this case, the changes should happen quickly.

If the employee has a longer tenure with your company, or if the violations continue, the next approach is to discuss specifics on how this behavior is hurting the employee’s career.  If there are no events that you can point out (like when a peer was chosen to present to a client over them), then solicit anonymous feedback from colleagues, clients, managers, etc.  Hearing the same opinion from multiple people and not just their manager may be the support needed to change what the employee wears to work.

The final approach, which should be last resort, is documenting the violations and submitting to Human Resources.  It is my personal opinion that the employee should first be given the benefit of the doubt because you just never know why s/he is choosing to wear unprofessional clothing.  As mentioned above, the employee may not understand what attire is acceptable.  However, if there are repeat offenses and/or incidents where the outfit is lowering productivity or damaging the business, the employee must understand that there will be consequences for his/her behavior.  Also, feel free to loop in your Human Resources rep from the start as HR will understand your company’s policy best and what actions are typically taken in these scenarios.

Nicole Martin is a Senior Human Resources Specialist who blends corporate fashion and personal branding on her blog, Employed Panache.