Introduction
Performance reviews are a chance to reflect on your accomplishments, identify areas of improvement and set goals for the future. But performance reviews are also an opportunity to ask questions that you may not be comfortable asking in normal everyday conversation. For example: “How can I improve my performance?” or “I’m interested in this position at another company — what do you think about it?” These types of questions might feel awkward when posed by someone who’s new at their job, but they’re critical for determining where your career is headed. If you have no idea how to answer these types of questions, then read on!
How have you contributed to team goals?
Team goals are an excellent way to evaluate and motivate employees. They help you understand how your work helps the company as a whole, and they give you an opportunity to work with other people on a project that benefits both of you.
In order to set effective team goals, consider these guidelines:
Specificity: Team goals should be specific enough for everyone involved to understand how their efforts contribute positively (or negatively) toward achieving them. For example, if your goal is “to increase customer satisfaction,” it needs much more detail before anyone can take action steps toward reaching this goal. The more specific your objectives are, the better everyone on the team will be able to perform their tasks within those parameters.
Measurability: Your objective should also be measurable so that there’s no confusion about whether or not someone has accomplished their duties successfully. This doesn’t mean every task has a clear-cut measurement for success; however, in general there should always be some metric by which progress can be tracked over time—and ideally celebrated when met!
What are your accomplishments?
When you’re asked to list your accomplishments, ask yourself the following questions:
What is my goal?
What did I do to achieve it?
How will this help my company meet its goals?
How did I go above and beyond my job description?
What was the outcome of my actions?
How do these results benefit me and the company?
What are your areas of improvement?
This can be a difficult question for employees to answer. It requires them to be self-reflective, and not everyone is comfortable with this. The best way to approach this question is by being specific: instead of saying “I’m not good at time management,” say “I need to work on my time management skills because I have a tendency to fall behind on projects and miss deadlines.” This gives your boss—and anyone else reading your review—a clear sense of what areas you want to improve in yourself and how it relates back to your job.
In addition, being specific about the ways in which certain skills could make you more valuable or effective at work will help you demonstrate that you’re invested in improving yourself as an employee and as an individual. If there’s no direct connection between the improvement area and either one’s role at the company or its goals, it might seem like lip service; if there are no links between personal development goals and company goals, then those things might not affect each other either way.
This question is about the future. You need to show that you can plan for it, think about where you want to go, and take steps to get yourself there.
There are many ways that people develop themselves and their skills, but some of the best ones include:
Reading books or industry magazines related to your job
Watching videos on YouTube or other platforms that teach new skills relevant to your job
Taking classes at a local college or university pertaining directly or indirectly related topics
What feedback do you have for your manager or supervisors?
It’s important to give your manager or supervisors the opportunity to give you feedback. We all have tendencies that we can work on, and it’s impossible for us to improve if we don’t know what they are.
You should also be able to ask your managers what they think of your performance as an employee. You may need more training or have a blind spot when it comes to certain skills, but asking for constructive criticism will help set you on the right path towards excellence in the workplace.
What feedback do you have for your company as a whole?
You should also be able to identify any areas you feel need improvement. This could include feedback on the company’s culture and values, its goals and objectives, its products or services, its leadership structure, or even its growth and development.
Performance review questions can be an opportunity to express your accomplishments, learn how you can improve and begin to plan out your future at the company.
If you’re looking to get the most out of your performance review, it’s important that you know what to expect. Here are the six questions every employee should be able to answer during a performance review:
What have I done well?
What can I improve on?
Where do I see myself in 5 years? 10 years? 20 years? 30 years?
Am I happy with this company and where is it going in the future, or do I want something more stable and steady as opposed to taking risks for promotions and/or raises (i.e., more money).
Conclusion
The most important thing to remember is that the performance review shouldn’t be a stagnant conversation. As employees, we are constantly growing in our roles and responsibilities, so it’s crucial for managers to keep this in mind when talking about how someone has grown from one year to the next or what they can do better in the future. Performance reviews should be an ongoing process—one that helps both parties improve their business skills and achieve their goals.
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