Yearly review- help please!?

6 Comments

1. AnonymousMarch 26,2024 at 12:22PM UTC

   Without knowing everyone’s full skill set and their job description, it would be a disservice to give an opinion on this, especially since I’ve been focused on my assigned work and stretch goal to anticipate the needs of my direct report in areas that I can add value.You can likely use similar language for the second question (e.g.
   adding value when opportunity arises to be a team player and anticipate the needs of the team).

2. AnonymousMarch 27,2024 at 3:13AM UTC

   I totally misunderstood the Original Question. If you are doing "your" direct report's work, that is definitely an area for improvement for both he/she and you. I apologize for not grasping the original context. I'm sure you will make the right decision though.

3. AnonymousMarch 26,2024 at 12:31PM UTC

   # 1 - I don’t have insight into everything my peers are working on but this team does not appear to have excess capacity.

   #2 - do not write that you are performing your manager’s clerical responsibilities unless you want to be pigeonholed as the team admin.

4. AnonymousMarch 26,2024 at 12:37PM UTC

   For the first one, I would highlight someone who may have an underappreciated skillset, which could be helpful if more people were aware of it. If there isn't such a person, I might say something like, 'I'm not comfortable commenting on the performance of people who are not my direct reports.' For the second one, maybe phrase it is as providing wraparound support for person X by following up with clients, taking meeting notes, and various administrative duties--focus on the value you're adding and now why the value needs to be added when crafting your language.

5. Gerald CombeMarch 26,2024 at 12:44PM UTC

   While looking for a Regional Manager at a company I worked at, we had several good candidates qualified and interested. The position required sensitive information, trade secrets and an ability to mesh well with multiple people in different offices. We hired a person that we all felt was a good candidate. They were definitely experienced and brought a lot of good ideas to the table. We were excited. However, as the days passed we began getting mixed reviews from coworkers. They just weren't meshing well with most coworkers. Don't get me wrong, they were doing what we hired them for, there was just something not clicking with the other coworkers. It began to negatively effect the company culture and morale. We made the decision to part ways with that manager; they just weren't a good fit even though they were experienced and had good ideas. Try not to take it personal. Some things are just not meant to be. Take whatever knowledge you got from the experience and use it to advance yourself.

6. AnonymousMarch 26,2024 at 1:32PM UTC

   Are you the manager of several direct reports? Are these your direct reports they are asking about? If so, why don't you know what they do or don't do? If they are not your direct reports, then the question is inappropriate, as evaluating these people is not part of your job. If they are asking you to evaluate other members of your team, who has been the most helpful to you as you came up to speed in your job, and who hasn't? That is a place to start.

   For #2, you have a direct report that needs to be put on a performance plan, so why do you want to continue to cover for them? You are doing your job, and theirs too.

   Side note: As part of a performance evaluation, these questions can be used to test your ability to evaluate employees, so keep the language professional and focus on facts that can be proven by performance.