Skip to comments.Vanity - Anyone have to do Performance Goals and assesment for their job (Professionals)
Posted on 12/02/2009 10:59:32 AM PST by CarmichaelPatriot
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However, I'm a firm believer in the Peter Principle. And Dilbert (at least the old stuff) is painfully accurate.
“drive innovation or create followership. “
I haven’t been in a big corporate environent for a decade or so.
It appears that things have gone awry........
I try to put off writing them as long as possible, one year I was able to not write them at all until it came time for my assessment. You are pretty much certain to achieve goals that are written after the fact. LOL
Google "Smart Goals" and try to find all of the buzzwords these types like to see. One year I had a list of about 50 of them and I made it a point to use each and every one at least once.
Other than that be vague when writing them and positive when doing your assessment. Some spin is probably expected so don't be afraid to blow your own horn within reason.
You better hope your manager doesn’t read Free Republic
Well, my manager was real smart (Rice Grad), but HER manager was a real dumb@ss. One that, just like in the movies and sit-coms, liked to take credit for her ideas and work. And I’ve seen others like that, as well over the years. Makes you wonder what criteria, if any, was used in hiring them.
Use action words whenever possible: created, directed, managed, supported, improved, facilitated, etc. Be specific and use metrics - numerical measurements - wherever possible to demonstrate achievement. Example: don't just say you "led a project" - say you "directed a dedicated team in support of a key management initiative" resulting in the reduction of processing times by an average of "y" minutes or in increase in sales of "x" dollars.
Treat your goals for next year in the same spirit - but make sure you choose ones that are achievable, for which success can be clearly defined. It's always a good idea to talk to your manager beforehand to gauge what they are looking for. Take notes during the meeting and when you do, write down the actual verbs and nouns they use - and use the same ones in describing your goals. Be sure to use a few industry buzzwords - but be careful not to overdo it - two or three will suffice.
Oh, it's BS - but it's good BS. And that's how you get by in Corporate America.
Indeed. The torture of the English language with these meaningless, buzzword-filled phrases is out of control
I'd strongly advise against that. Put something positive down, get additional education/qualifications on your own if the company won't pay for it, and keep your resume up to date. Make yourself valuable, stay positive, be prepared for new opportunities and always remember it is your career, not the company's career.
Don't ever allow poor management to ruin your attitude and if you find yourself surrounded by negative people, run away because negativism is highly contagious and the single biggest career killer.
Just my humble advice.
I counsel you to take this as seriously as you can. At the very least it is a hoop that you must successfully jump thru in order to keep your job. Potentially your management could be taking it very seriously and may be using it as a means to weed out the clowns and keep the people that can align themselves with the organization’s goals.
Quality: you’ve got that one figured out already. I’ve been a Computer Programmer before (that’s what they called Software Developers in the old days) and I know that quality code is better than poor code in every way. Moreover it is something that can be measured. So, making a SMART Objective around that is a cinch.
Growth: how do you help the company grow? It can grow in market share, employees, profitability, install base... and as a Software Developer you can affect each of these in some way. Do you know a good Software Developer looking for a job? Have an Objective that says “help the company find good staff”. Pass his CV along to HR. BANG! That objective has been met. The other three objectives you can meet by building good quality, innovative product that is better than your competitors. Does a competitor’s product do something yours doesn’t, or does it do it better? Find out, and then develop that functionality for your own product. BANG! Another objective met: you won’t be losing market share for want of that functionality...
Profitability: As you are a software developer you are in the “production” side of the business. Making better product at a lower cost will make your company more profitable, automatically — it must. So there are two “levers” you can pull: “better product” and “lower cost”. You can surely figure out ways to do that. Therefore, building a SMART Objective around those two levers should also be a cinch.
Human Capital/Development: That involves more than just having the company send you on courses at their expense. You are a Professional and it is your responsbility to remain current. And in this job climate you’d be silly not to be investing in yourself, particularly if your company won’t. So, find a course or two you can take, enroll, and pay for it all yourself, then write up a briefing note on the course for your boss, and put a review up on your company’s intranet: that’s an easy SMART Objective. Take a few new books out of the library. Read them. Write a briefing note for your boss, and put your reviews up on your company’s intranet. Another SMART Objective, no sweat. But what about your team’s development — particularly the less experienced software developers? Can you “adopt” one and mentor them? If so, there’s another easy SMART Objective you can do — with the added bonus that it makes you a team player and thus more indespensible.
If I were you I wouldn’t be sarcastic or do anything other than your very best job on this: you’ve been at this for 30 years and getting a replacement job at your age may be more difficult than you might care to imagine.
Speaking personally, if one of my subordinates got sarcastic on an important task such as setting their Performance Goals I would be most annoyed and would probably discipline him, or at the very least give him HEAPS and then set his goals for him, seeing as he had proven himself incapable of setting them himself. He certainly wouldn’t do it twice!
(I see this as being the huge yawning trap that you risk stumbling into. BEWARE, my FRiend!)
“My work ethic is exceeded only by my passion for quality.”
Well you know that my favorite is when we take our ethics quiz. It is a 20 question test that had one question that says...
True or False: It is OK to grab a female employees breasts if they are particularly bodacious.
Then the remaining 19 questions are on being accurate on your time charging.
Then they ask you to turn in your time card on Thursday which has you guessing how many hours you will work that day and Friday which clearly violates the ethics training you have just took.
Given our building, that is a purely hypothetical question.
Purely. There's a reason we don't have a "Girls of Our Company" calender.
Strangely enough though I always get that question wrong.
Once upon a time (10 years ago) the Dilbert site had a
program that would generate a performance review for you.
It was pretty good too. Looked like any other if you
put in some key words.
They also had a “Mission Statement” generator.
I think both are long gone.
Unfortunately we have a third party company that does the software for our performance goals and talent management. Its pretty stupid - the only thing is that it levels the playing field. Those who are underachievers have nothing to put in the blocks and those of us who can read and write make up inane goals, measurements, and objectives. We then can make all those things look great because we just go blah, blah, blah. I always make wordy paragraphs using words I know my management doesn’t know (I even spell using the UK English dictionary just to hassle them). The actual performance rating part of it has canned answers for below, met, and above - you just pick a level and it fills in the performance rating and justification.
Its not much and while I hope the company did not spend to much on it - I suspect they did. At least it keeps someone employed.
As a very seasoned, partly-retired, former executive, I find this current trend absurd in all regards.
A manager of staff, at any level, should be giving constant feedback, instruction and guidance throughout the year, day in and day out. The only “annual” review for any employee should be able to be summed up in two words: Good Job!
If any employee doesn’t qualify for “good job” at any time during the year they need: More training, more supervision, or to be let go.
The rest is all nonsense IMHO
Dang.. You guys are no fun...
I guess I’ll take it (semi) seriously.
“Dang.. You guys are no fun...I guess Ill take it (semi) seriously.”
that’s the spirit...
Dude, I sympathize, it is painful. But you’ve got to learn to play the game saying (writing) a lot by saying nothing. The idiots above will eat it up.
Done the same things in various combinations over the years in the military, corporate and academic arenas. It is indeed a game adhering to the flavor of the year. In terms of quality just remember “The race for Quality has no finish line so technically it’s more like a death march”.
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