Conference 7.286::digital

    Even though it's been over 3 years since I've gotten my last review,
    I liked the way they were done then.  (Meanwhile, I HATE the way
    they're done now, with various "dimensions", etc, as discussed in
    the previous note).
    
    In my last review, the methodology was to identify major tasks.
    For each task, attach "attributes" such as "finished on time",
    "finished ahead of schedule", "completed according to the spec",
    etc, and finally a "benefits attribute" such as "provided this level
    of income", "raised major customer's happiness index", "can be
    repackaged and resold", etc.
    
    This "task" approach provided formal feedback on what you've done,
    making sure the manager was even *aware* of it.  The JPR included
    a "what was done wrong" or "what could be done differently next
    time" section, sometimes (but not necessarily) attached to the tasks.
    
    The JPR ended with a "goals" section where the manager asked about
    your short & long term goals.  For the short term goals (ie, by
    the next JPR), this manager even added mutually agreed-upon statements
    such as "by the next JPR you will have successfully done xxx, yyyy,
    and zzzz".  As always within sws, you didn't always have the
    opportunity to do xxx, yyy, & zzz based on what kinds of business
    came in the door, but at least it was a direction.
    
    Jon

    It seems to me that if a manager likes your work, you'll get a 2.  If
    he doesn't care that much about whether you go or stay, you'll get a 3.
    If he wants you to scram, you'll get a 4.  A 1 or a 5 are special
    flavors of 2 and 4. 
    
    The rare cases are those where it is "undeniable" that you belong in a
    certain "performance category".  If it is really "undeniable", and your
    manager didn't put you there, then you have a deep and serious (and
    maybe fatal) problem in your relationship with your manager anyway.
    99% of the time, it's a judgement call.  The same thing is true of
    whether to promote you or not -- promotions can be justified or
    de-justified with ease. 
    
    If the respect, trust, etc. isn't there then all the paper statements
    and regulations won't matter much.  And if the respect, trust, etc.
    *is* there, then what's on your review should never be an issue.
     
    
    jdr

    Of course I don't like a bad review, but I do like ones that
    are fair and reasonably accurate and complete.

    How about a review that consists of the following sections:
    
MAJOR ACCOMPLISHMENTS
    Input jointly by manager and employee.  Brief description of each,
    followed by a numerical performance rating for each one.
    
EVALUATION
    How well you do your job, as seen by your manager.
    
DEVELOPMENT NEEDS
    Training needs, things you need to improve/change.
    
GROWTH POTENTIAL
    What your manager feels would be an appropriate "next job" for you
    and what you need to do to get there.  Also reasonable timeframe
    for getting there.
    
OVERALL RATING
    Weighted average of the ratings in section 1.  Not a straight numerical
    average, but a rating derived from averaging the individual numbers
    and considering priorities of each accomplishment.

    re .4:
    
    That is essentially the format/content of wage class 4 (i.e.,
    professional) reviews.
    
    In addition, for supervisory/management personnel, add:
    
    Affirmative Action plans and accomplishments
    
    Development of subordinates
    

    re .-2: "how well you do your job as seen by your manager".
    
    Emphatically disagree, based on what kind of work you're doing and
    in what group.  (See note 120).  Unfortunately, in many cases a
    manager has absolutely no idea of how well you're doing your job
    (unless a customer actually complains about it), and frequently
    won't even know *what* you're doing, as long as you are still
    contributing to his/her revenue budget.
    
    It is your responsibility, both during the year and at JPR time,
    that you let your manager know *what* you're doing, and (although
    difficult to do objectively) how you perceive you're doing it. 
    Keep copies of your bi-monthly status reports that you send to your
    manager (you *do* have those, don't you?), wherein a most helpful
    format is listing separate sections for: (1) activities &
    accomplishments, (2) problems resolved, (3) known problems not yet
    resolved, (4) if applicable, billable time to date and since the
    last report, and (5) plans for accomplishments by the next status
    report.
    
    One measurement, both for yourself and for your manager, is to look
    at those reports to see if the items listed in section 5 on report
    #x appear in section 1 on report #x+1.
    
    Jon

	Some years ago, I had a USWM that made it HIS responsibility to sit 
down with his people every 6 to 8 weeks or so, and review a "goal" sheet that 
was made up at the last meeting. Then the next period's goal sheet was formed.

	At JPR time, all we had to do was pull up the previous goal sheets, 
review them, fill in a few necessary boxes on the form, exchange a few
pleasantries, and leave it to the secretary to type.

	I can say that I haven't had a manager since who was as efficient, and 
timely in getting out the JPR's. When and if I ever manage, I will follow his 
example with my charges!

    There does seem to be some variation around the company. The first
    group I worked with at DEC was very consciencious about reviews.
    
    You wrote up a summary of what you'd done in the last six months
    or so, and your supervisor would go forth and query coworkers,
    check monthly project reports, look for unusual evidence of
    satisfaction or dissastisfaction.  Then you'd sit down with the
    super, plus a copy of the last review and the definitions for
    your job title.  Any discrepancies in perception got talked thru
    and the resulting document, complete with a list of future
    committments, would be signed by both.
    
    I switched jobs in April '85 and a couple months ago was vexed to
    discover that a review had mysteriously appeared in my personnel
    file without me ever being notified of it.  Very peculiar.
    
    Pat Hardy
    

    If you didn't sign it it isn't valid and you should be able to (1)
    get it removed, and (2) get your manager is some amount of trouble
    for pulling a stunt like that.
    
    					(^:	Positive Pat	:^)

    But whatever you do, make sure you get a review!  I got a review
    last month; my manager was appalled to discover that it had been
    well over 3 (THREE) years since my last review.  As it turned out,
    that fact didn't hurt me, but with a different new manager, it easily
    could have.
    
    Jon