Platt Perspective on Business and Technology

Offering a unique value proposition as an employee 7: best practices for after the new hire probationary period, starting with the performance review that ends it 1

Posted in career development, job search, job search and career development by Timothy Platt on June 25, 2013

This is my seventh posting to a series on offering defining value as an employee, and on presenting yourself as the answer to problems faced while doing so (see my Guide to Effective Job Search and Career Development – 2, postings 311-316 for Parts 1-6.)

I focused in Part 4 and again in Part 5 and Part 6 on starting a new job and on building a foundation for continued success while going through a new hire probationary period. I continue that discussion in this posting from that point and from the performance review that marks its end.

First of all, to set the stage for this posting, that performance review is usually only seen as marking the end of the new hire probationary period per se and as an integral part of that as a hiring due diligence process. I add that I have written about this type of meeting and review in that way myself, and cite my posting: Starting a New Job, Building a New Foundation – part 15 and the end-of-probationary-period performance review as an example of that. But this performance review can also serve as a goals and priorities meeting too, for moving forward as a now vetted and validated in-house employee. This meeting can also and with equal legitimacy be seen as a first meeting with your manager and supervisor for after the initial probationary period as you reorient for the days and weeks and months to come.

If the first half of this meeting is devoted to looking back and reviewing performance up to now, then the second half of this meeting, or at least a sufficiently significant portion of it should be devoted to discussing and clarifying new goals and priorities, and the continued management and carrying through on goals and priorities that you have already been addressing but have not yet completed.

• Never simply listen during a performance review of any type and certainly not for these transition marking performance reviews.
• I am not saying that you should argue every point of disagreement as to how you are reviewed, though clarifying them in your own mind and offering your perspective selectively, can be important. I am stating that these meetings should involve genuine two way conversations where you work collaboratively with your supervisor to reach shared understandings as to what you do and have done, and are to do and with what priorities.
• And never be afraid to ask for more time to discuss next steps and even if scheduling pressures would dictate that that take place in a brief additional meeting.
• This second part of the performance review meeting should be for clarifying and developing mutually agreed-to buy-ins on what you are to do and on what timeframes you will do that in. And this is where you can and should raise and discuss any resource access or other issues that might serve as barriers to your being able to complete this work on schedule, so you can better manage making your work realistic and achievable.
• At times this can mean explicitly planned out expectations management on your part. In any event it can mean you’re walking out of this meeting more clearly knowing what your supervisor needs and wants and why, with them better understanding what you have to do to reach your goals and what would be realistic as to timeframes for your doing so.

Think of this as you helping yourself to build a solid starting point from here, for day one after the probationary period and beyond.

I am going to continue this discussion in my next series installment where I will discuss the issues of settling into work patterns and ruts, and of the need to keep thinking and planning at a career level. Meanwhile, you can find this and related postings at my Guide to Effective Job Search and Career Development – 2 and at my first Guide directory page on Job Search and Career Development.

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