Corporate Therapy Performance Review Guide

Performance Appraisals & Reviews
Career Potential Series
SHORT GUIDE:
A guide to getting the most out of your Performance Appraisal process through better
understanding of the process and personal preparation. Learn how to report your achievements
and request what you need from your employer professionally and with confidence.

© Corporate Therapy2013 All Rights Reserved pg. 2
© Corporate Therapy2013
All Rights Reserved
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stored in a retrieval system or transmitted without prior written permission.
Enquiries about this manual or its use should be addressed to:
Director
Career Potential Series
Corporate Therapy
email enquiries: to info@corporatetherapy.com.au
Authors: Simone Stickles & Janet Brimson
Version 0.2
June 2013
Corporate Therapy is a registered business of InfoRED Consulting Pty Ltd
ABN 43 118 987 867
Queensland, Australia
Ph: (+61 7) 3491 7832
www.corporatetherapy.com.au
Disclaimer
The opinions and recommendations in this document are taken and actioned at the
discretion of the client. InfoRED Consulting Pty Ltd does not indemnify the client, against any
liability arising from all actions, proceedings, suits, claims and demands, of any nature,
including without limitation/any claim, liability, loss or damage in respect of:
(a) personal injury or the death of any person; and
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arising in any manner from the use of this information.
Corporate Therapy
+ 61 7 5474 2404
info@corporatetherapy.com.au

Contents
Introduction................................................................................................................................................. 4
A two way conversation....................................................................................................................... 4
What to expect....................................................................................................................................... 5
Your feelings about your role................................................................................................................... 7
Level of enjoyment................................................................................................................................. 7
Enjoying the ride ................................................................................................................................. 7
No fun anymore.................................................................................................................................. 7
Economic influences ............................................................................................................................. 8
Time with employer................................................................................................................................ 8
Family influences .................................................................................................................................... 9
Preparing for your review ....................................................................................................................... 10
Understanding your mental state ..................................................................................................... 11
Presenting evidence of your achievements................................................................................... 12
Preparing the evidence .................................................................................................................. 13
In the meeting........................................................................................................................................... 15
Format of the review............................................................................................................................ 15
Tabling grievances............................................................................................................................... 16
Understanding remuneration changes............................................................................................ 16
A commitment to your development.............................................................................................. 18
Having a proactive career path....................................................................................................... 18
Holding the business to account....................................................................................................... 19
After the review ........................................................................................................................................ 21
Review your appraisal ......................................................................................................................... 21
Improving for next time ....................................................................................................................... 22
Frequently asked questions.................................................................................................................... 23
For further information speak to a Corporate Therapy Career Counsellor........................... 25

Introduction
Performance Appraisals fill many employees with dread. Don’t think of it as a
surprise attack. Performance Appraisals are a regular and predictable event in
your working life. Treat each one as a strategic opportunity for you to practice
self-promotion, understand your worth, promote your abilities, develop your
career and be the best you can be.
A performance review (also known as a performance appraisal or
employee review) is a standard method used by an organisation to
review each of its employee’s performance. In the review your
manager or a company representative will meet with you to
determine whether you are achieving the goals of your role and
importantly, whether your intended career plan aligns to the tactical
and strategic needs of the business.
Your employer will often use the review to update you on any
changes in performance expectations or business direction and to
highlight what opportunities are open to you in the next review
period.
A Performance Appraisal is an opportunity for you to share your
recent progress and your preferred career direction with your
employer. It is a process for understanding what they require for you
to continue in that role, how to get that next promotion in your
preferred area of growth or to know when it is time to move on.
A two way conversation
IMPORTANT:
In a mature organisation a Performance Review is a structured 2–way
conversation between professionals.
Many employees believe a performance review is all about the
company measuring the individual. This should not be the case. The
meeting should be a bi-directional discussion where the employee
can have an open and creative dialogue with the reviewers about
what helps them achieve, what is hindering their performance and
how their individual needs may have changed since the last review.

Your organisation has the right to measure your alignment to their
culture and expectations; however you also have the right to
measure them on their culture, expectations and ability to support
you personally grown and achieve your goals.
What to expect
For most people the performance review involves an annual trial by
fire in front of their manager or boss.
In many organisations now it is monthly, tracking the progress of the
individual more tightly to both better monitor overall performance
but also position the business strategically for hiring and firing.
Depending on the organisation and your manager’s preferred style,
the review is likely to be an annual event. The review process may
include a review of your job description, reflection on how you went
meeting your achievements set in last year’s performance review
and you may discuss your key performance indicators (KPI’s) for the
coming year. In most cases, your review will also discuss the
behaviours expected of you for the year ahead.
Depending on your role, key themes of performance reviews include:
• metrics reflecting your achievements for the period
• your ability to work in a team
• your interactions with clients or suppliers
• your strength as a communicator.
Your manager will update you on organisational changes, new
directions and performance requirements relevant to your role. They
will also provide constructive feedback on your:
• ability to manage your workload
• attitude to your work
• application and development of skills
• personal and team achievements.
For you, it is the opportunity to re-state your capability, drive and
dedication to your role or highlight where things are not going
according to plan.
You can discuss:
• career goals and objectives
• areas you don’t understand, seeking clarity
• issues arising and how they are best addressed
• training and skills development preferences
• improvements to your role, to processes or performance
• joint goal setting to agreed timelines
• new ways to support your organisation.
In high performance
organisations and
workplaces with a high
number of junior staff,
the review process
can be more frequent
(eg. monthly).

It is a time to reflect (but not dwell) on the past and proactively look
to the future.
Importantly it is a time for you to negotiate with the organisation to
enhance your remuneration, package incentives or increase
workplace stability in a role you want to retain.
Unfortunately, given the nature of the review timelines we often feel
uplifted and inspired to do great things just after the review but
without praise, feedback or new goals set quickly, it is easy to slide
back into complacency. Driving career achievement and personal
momentum all year round has to be a conscious and personal
choice for any high-performing individual.
Use this guide to help you demonstrate your commitment to a
professional future.
This short guide assists you understand the performance review
process and provides suggestions on how to get the most out of the
performance appraisal process.

Your feelings about your role
Where we are in our working life will influence our feelings about the review or
appraisal process. It can make you feel sick anticipating judgement, fill your
stomach with butterflies waiting for another radical change in direction or
stick in your throat and cause you to lose control of your smile as you feel you
are up for an Academy award.
Open communication between management and staff all year
round usually lessons the surprises associated with a review and
positions the meeting for a more productive and targeted discussion.
Level of enjoyment
Your level of job enjoyment is a big influence on the way you may
think about the review process and how you behave and react
during the appraisal session.
Enjoying the ride
When you are enjoying your job, a performance review is a time you
look forward to. It is the moment when you can table your
achievements and focus on promotions and bonuses. When you are
happy, your outputs are generally of a higher quality. You are also
more likely to have a positive attitude when you get regular
feedback from your direct managers.
No fun anymore
When your job has become a chore, review time is likely a time you
dread. Your performance may have lagged with your feelings. You
don’t know whether to fake enthusiasm and see what they offer (
taking the feedback with a grain of salt), or just tell them straight it’s
all over and you want out.
If this is how you are feeling, it is likely you have been contemplating
the pros and cons of remaining in your position for some time. It is also
likely you don’t necessarily want to share those feelings with people
who you feel have already overlooked, abandoned, neglected or
disrespected you.
Remember:
Job dissatisfaction
comes from changes in
your needs as much as
from external
influences.
Become conscious of
these feelings. Be
honest with yourself
about what you want
and what your
employee is able to
solve and deliver.

Economic influences
When the economy is positive and the organisation is profitable many
employees expect rewards and bonuses from their review session
even if they have under-performed. They often expect an automatic
pay rise in line with the consumer price index (CPI).
There are no guarantees in business anymore. If you go into a review
with this type of paradigm in mind you are likely to be disappointed.
In tight times, the economics of these types of handouts are no
longer viable.
When the economy is in free-fall, unemployment numbers on the rise
and you are surrounded by layoffs, employees often lay low and go
quiet during review time.
If you are in the public service, there may be drastic portfolio
changes or changes to government that stall work progress and
frustrate your objectives.
Sometimes your personal economic needs have changed
dramatically within the time period and you are struggling to
understand how to increase earnings in your current role, versus
moving to a new role or company.
All of these continual ebbs and flows influence the greater economic
and political beast in which your job operates. It is not uncommon to
see completely different behaviours in the review year to year based
on the state of the economy.
Don’t fall into the trap of seasonal behaviours and expectations. You
attitude to the times of change are rarely missed by your review
team.
Time with employer
The amount of time you have spent at the employer can amplify your
feelings.
Often individuals who have been with an organisation for a long time
are torn between their feelings about the past, the now and the
future. They have lost visibility of what is going on in other similar roles
but may also become jaded due to changing organisational
demands.
If you have been in your role for a long time this is also likely to amplify
the feelings you have at review time. The longer you have been in a
team the more likely you have stronger or more personal relationships
with your direct manager and may fear losing them or disappointing
them through honest discussion.
It is important to acknowledge these feelings and understand where
they are coming from. Be fair with yourself and your organisation in
your appraisal of the situation.

Family influences
Family and close friends can have a very deep impact on our
thinking which we often don’t realise. While we work hard and may
feel we come home satisfied we often only tell loved ones about the
bad things that happen and rarely praise or highlight the good.
Years of constantly hearing a negative dialogue from you about your
employer can seemingly set our own family up against us. Be realistic
with the feedback you bring home from the office. If your family and
friends don’t hear the good and the bad they can never be truly
objective and supportive to your position when you really need them
to be.
Similarly, if we do long hours and your family feel work takes you
away from them they will put pressure on you to leave your employer
or demand a change in conditions.
You may feel friends judge you on your wage and the employer
brand under which you work. This can further bias your feelings.
Only you can understand the true relationships you have with your
job and your employer, so be aware of the pressure family puts on
you to stay, go, make more money or be happy in their eyes.

Preparing for your review
Even though performance reviews are a regular and predictable event, the
majority of the workforce turn up to the meeting unprepared. If you know you
have been performing strongly and to the best of your ability, give yourself a
break. Be positive and believe the organisation has seen you shine.
A performance review is not a sacred rite of passage, it is a valid
mechanism for ensuring individuals understand how they are
performing. It is a time to give individuals the opportunity to check
how the business perceives their performance and how they may
help nurture their career path.
Many people expect a negative outcome from their performance
review before they have even stepped into the room. Their fears are
not well hidden in the meeting making it hard for them to both listen
to the feedback they receive and to partake in the conversation.
Lots of people only hear the negative and can’t hear the positive
and these conversations are often laced with both.
It is important to be calm and controlled enough to listen and
respond in the meeting. If you are not paying close attention you
might think you are hearing things or say things that are not relevant.
It is really important that you are in a state of mind to engage in
discussion points that target career and remuneration opportunities.
The performance appraisal or review session is one of the regular
career milestones we actually have some control over:
• it is a regular planned event
• expectations are generally understood (especially after the first
one has been completed)
• we are well-positioned to plan for the meeting
• we can usually gauge how it will go from what we hear
happening to others in our area and other areas of the
business.
Before you go for your review it is important to prepare evidence of
your achievements as well as consciously understand your mental
state. By having a clear sense of what you have achieved,

understanding what is causing any feelings (happy or sad) will help
you be confident throughout the discussion.
The more confident you feel the more likely you are to listen and
engage in the conversation and present your case more clearly.
Understanding your mental state
Before you go through your performance review it is important to
explore your feelings.
Work has a strong correlation with our own self-worth and our sense of
self-performance. It also has a direct connection to our attitudes to
money. These two belief systems tend to oppose one another.
• sometimes it is easy to believe in our own abilities but not
necessarily in being rewarded for our efforts
• lots of people find it difficult to accept true reward for the
execution of their passion
• others expect to be paid just for showing up.
Our ethics and personal beliefs all combine to impact our reaction to
the performance review process.
The more conscious you are about your career belief system and
what is going on in your working life, the more likely you are to
articulate clearly what is needed and what you no longer are
prepared to concede or tolerate.
This helps you change your life, not tread water.
IMPORTANT:
If you don’t feel comfortable exploring these types of questions
alone, go through them with a trusted friend, professional or your
career coach. They may trigger emotions and deep beliefs.
Ask yourself:
Question Themes
What feelings come up when
you think about work?
you think about not working?
you think about being told you
have lost your job or being
promoted?
• Why are you having these feelings?
• Are they new or have they been around a long
time?
• Where do they stem from?
• Which ones are critical to your current state of
mind?
Of the feelings that come up… • How many of them come from external influences
like my family and friends?
• How many come from my employer or members of
my team?
• How many stem from fears from your past?
For many of us the
annual performance
review is an emotional
time.
If you throw your heart
and soul into your
career this is the day
you find out if anyone
noticed.
Be prepared and the
emotionality is
reduced.

Once you have it all down on paper in front of you identify which
responses have an impact on your review?
Going through this process is likely to impact some of your bigger
beliefs about yourself and about work. If you are gaining
understanding, don’t hold back, work through some of the bigger
myths that haunt you:
• are you comfortable with self-promotion?
• have you grown up with beliefs around hard work being good
but money being evil – how do you balance them in your
mind?
• are you afraid that if you are promoted you may lose friends?
• will more opportunity and money make you happier but make
people think about you differently?
Get as many of your belief blocks out as possible. The more you are
aware of your beliefs and how they impact your feelings about work
and career the better. It will all help you be more prepared for a
meaningful and professional conversation with the reviewers.
If the process goes well, give yourself the praise you deserve. If it
doesn’t go well, don’t beat yourself up for discovering you are
human. We learn through not getting it right (but that doesn’t mean
we necessarily got it wrong). And that is the most important discovery
you can ever make.
REMEMBER:
You never failed 3 times to get the promotion. There were 3 steps for
you to get there – each as valid as the other – that is your personal
journey.
Presenting evidence of your achievements
Be prepared for your performance appraisal: show your strengths and
accomplishments.
Most people set meagre performance review objectives worked out
with peers and friends at the last minute and hope they get a
chance to table them. Due to the rush (or maybe pub atmosphere)
many are pie in the sky and totally unfounded.
Often we think of a performance appraisal as being a process used
by the company to measures us against their internal yardsticks. More
importantly, it is also an opportunity for us to table our desires, provide
organisational feedback and get the most from our workplace and
career.
Look at it as an opportunity to understand exactly what the company
expects of you and for you to promote how you can meet those
expectations and what you expect as compensation for your efforts.

Now you have a sense of what is going on in your mind it is time to
look at what you actually have been achieving in your current role.
Preparing the evidence
Ask yourself, “How much preparation do I usually do for my
performance review?”:
• As much as any other meeting?
• A bit more?
• Did you scribble a couple of notes just before the meeting and
hope for the best?
Give the appraisal and your work life the level of importance and
attention it requires. It is way too easy to blame our pay packets for
not making ends meet and our work for several other of our
misgivings so take the time to do the thinking, do the research and
do the math.
Present a summary of your performance. Consider:
• What sales did you accomplish?
• What targets have you met?
• What great relationships have you fostered?
• How have you contributed to the culture of the
organisation?
• How proactive have you been with communication?
• How have you helped your manager or team meet their
goals?
• What processes did you optimise and how?
• Have you saved the company money?
• How did you contribute to service or product quality?
There are so many ways you can measure your expression of
achievement in your role and present it clearly to your reviewers.
You don’t have to sell yourself like a professional salesperson, but you
do need to understand the basics of what you have done and what
you are worth.
Leading up to your review CHECK:
• Can you list 3 core things you achieved in line with the last
review?
• Have you got stock answers for questions which may arise
regarding losses, incidents or achievements?
• What training experiences do you want this year?
• Are you seeking a change in remuneration, location, position?
Document your own checklist of facts figures and achievement
reminders to take to the meeting. If you can present a quantitative

scorecard of your achievements (eg. sales calls, proposals, issues
closed etc.) the better.
Be proactive – if your organisation tracks certain KPI’s and they
equate to you present role, generate a graph of your performance in
relation to their performance results – present one copy to each
person in the review as you would a proposal or presentation to a
client.
REMEMBER:
If you have an issue to table, also have solution to table – otherwise
you may just be seen as a complainer. It doesn’t have to be the right
answer but it shows a proactive concern for gaining proactive
ground and reaching competitive outcomes.

In the meeting
You are all prepared now. You are fully aware of all your strengths,
accomplishments and where you have exceeded expectations. This will boost
your confidence and make it easier to go through the appraisal with your
manager.
Format of the review
Each company review will be different. The review process is not a
time to go through each of your tasks focus on outcomes.
Common review approaches include:
Common Question Aspects to Consider
What is the format of the
review?
• Is part of the review written as well as a meeting?
• Is anyone else in the meeting? If so what will they
want that is different to your manager?
• What performance appraisal forms/ documents do
you need to complete?
• If you haven’t done one in your current company,
have you asked someone what usually happens?
What is your role description?
How has your role changed
since your last review?
• What extra responsibilities have you taken on?
• How did you complete the tasks?
• Is your job description still current and valid?
What was your previous
performance appraisal and
achievements this year?
• What tasks, goals and KPIs (Key Performance
Indicators) were defined as part of the last review?
• Did you and the organisation deliver to the KPIs?
• How did you go about completing them?
• Where did you exceed expectations?
• Did they meet your manager’s expectations?
• If they weren’t successful, do you have an
explanation of why they weren’t?
• What were your strengths and weaknesses last
year?

Tabling grievances
Many people feel that review time is when to complain. If you have a
workplace problem don’t hold it until review time. Highlight problems
as they arise otherwise they are likely to get bigger and out of control.
If you have a problem, have seen an issue or have a grievance table
it thoughtfully and with as little emotion as possible.
Be careful about surprising your manager with extreme issues or
complaints. You can always arrange another time to discuss issues
with them just let them be aware of the requirement prior to the
appraisal.
If you feel someone is using fake timelines to control a situation speak
to their manager, review your Fair Work Obligations, gain legal
advice or be prepared to leave.
If you won’t accept the appraisal, you might need to look at
rescheduling another meeting with your manager or someone more
senior so that you both have time to think about the options, or if it is
an issue that cannot be resolved seek legal advice or look to leave
the company.
Remember, this is meant to be a two way adult discussion:
• Do not whinge: If you have a problem table a solution
• Do not compare yourself to others as you don’t have full
visibility on their performance issues and this can backfire
• If you plan to leave the company or can’t see a career in the
company, you may not want to highlight it to your manager.
Managers will not want to develop and encourage an
employee that is planning to leave
• Listen to the feedback, even if it is negative. You don’t need to
respond right away and sometimes you may need to go away
and really think about what they are trying to say
• Don’t lose your temper and make empty threats about leaving.
When the situation is negative often both parties need more time to
think and respond. Ensure you respect the space and the information
you and your employer need to resolve situations.
Understanding remuneration changes
Remuneration is always a hard topic. Apart from the sensitivities
around talking about money most people don’t really know what
they are worth.
Before you go into the review:
• check your value with online job calculators and job
advertisements

• think about what you know about what peers in your field are
paid.
Remember if you are female the statistical likelihood is that you are
still getting paid less than your peers so unless your organisation has a
policy for equal pay the onus is on you to investigate where you
stand and call them to account – if it is worth your time. Otherwise
move to an organisation who will value you equally.
When considering what bonuses you can be awarded, understand
how wages and bonuses are used in the company:
• Your manager is usually given a budget for bonuses, so they
need to fit your request into their budget for the team – were
you the only achiever or were you one of many?
• The company may have wage bands for different roles, and
may be hesitant to increase a wage as it makes the base pay
level unrealistically high for the role and effects everyone else –
if you know you are forcing this type of request ask for a new
title as well so that they have room to move on bands.
Go into the remuneration side of the meeting with your eyes open.
Develop a remuneration plan for yourself for the next few years. This
may include:
• having a base pay that keeps up with inflation
• having a salary increase, bonus or non-cash bonus annually
where entitled
• being entitled to shares in the business
• identifying what additional bonuses are applicable to your
situation
• moving to part-time or flexible fortnights
• moving to contracting at a higher rate.
At the end of the day be realistic. Don’t end up fighting over a
couple of hundred dollars. Also, be very careful to understand what is
offered as it might throw you just over the edge of a tax threshold. A
small jump could make you worse off in take home pay. Ensure you
get someone to explain to you the impact of the rise on your base
take home salary, your superannuation, your non-taxed payments
and deductions and any other benefits in your package.
If at the end of the day you don’t feel like you are being financially
respected, escalate the situation. If you are working to an enterprise
bargaining agreement or a Modern Award, your entitlements will be
clearly disclosed and cannot be manipulated.
If you believe any unfair actions have taken place in relation to your
remuneration or entitlements:
• Firstly, escalate the matter to someone senior in HR and if
that does not resolve the situation

• Secondly, contact the Fair Work Ombudsman. You may
have a case of unfair practices.
IMPORTANT:
Australian workplace law has been throw many cycles and changes.
Issues around entitlements are complex and easily misunderstood by
individuals and employers. If you need help with a resolution contact
the Fair Work Ombudsman.
A commitment to your development
Before entering the meeting be prepared:
• What developments do you require from your company?
• Do you need job development to assist your job over the next
12 months and if so what type?
Training and personal development can be a touchy subject even
though organisations are required by law to attribute a training
budget to their organisation.
If you know you need help to achieve your next career goals ask
yourself, “Is it something your company may be willing to pay for or
can you come to an agreement (eg. paying for half, or you pay and
they give you the time off work on pay)? Remember, some external
training can be very expensive and an internal staff member may
already have the knowledge and be in a position to mentor you.
Sometimes you don’t need formal training you might just benefit from
mentoring from your manager or an expert in the company. If you
work as an independent contractor your organisation may look to
you for an investment in self-training.
Whatever the training outcome, ensure the business is working with
you to help your career retention and personal outcomes not
contribute to their training budget reporting.
Having a proactive career path
An organisation has roles. Individuals have career plans. To get the most from
your review you need to be conscious of your career plan and highlight any key
points or milestones in your performance appraisal.
For example, you want to be a manager in two years?
• What tasks can you pick up to help you on your way?
• Can you mentor anyone?
• Can they mentor you?
• Is training available?
• What time frame is acceptable to you and will this company
help you get there?

• Is this the company committed to getting you where you want
to go in this job?
• Can this role set you up for the next role?
• Will a change in job title look better on your resume and help
your preferred direction?
REMEMBER:
This is your career, if what you hear is not what you want, have a go
at reframing it with this organisation before changing to a new
organisation or role.
Negotiate your next period performance review expectations clearly.
State your goals and expectations for the next year. Ask your
company representatives to detail what they expect you to achieve
in this next period.
Ask for insights into what role your manager sees you in and how your
current activities and the performance measurements can
demonstrate clearly to you both these expectations will or will not be
achieved.
If they are proposing something that does not fit with your preferred
career plan either say so now or ask to have a time frame to consider
what is being tabled. They cannot demand an answer on the spot.
Remember that next year you will be evaluated based on these
expectations. So think realistically and give yourself some room to
think and move. It is important that the requirements for the next year
match up with where you want to be in your life over the next 1-5
years. You are looking to your company, manager and team to show
you some dedicated support to meet these objectives.
Holding the business to account
A lot can be tabled in these meetings and often does not seem to be
delivered or eventuate.
Be proactive in making your review outcome driven:
• if anything is offered or promised check the conditions,
timelines and caveats (eg. if you rescue this team for 3
months we will transfer you to head office within 18 months)
• when opportunities are identified or promised get a
statement of timeline and preferably a written offer of
entitlement
• if you are being recognised for exceeding expectations
and offered a promotion check on when the new
remuneration will kick
• if you have acted in someone’s role at your rate and theirs
is higher and you are promoted permanently, look for any
entitlements to back-pay

• ask the reviewer to review and summarise all agreements
at the end of the meeting.
Most negotiated outcomes do not happen automatically. Most are
delayed until everyone has had their performance review. Be patient
and respectful of everyone’s timelines:

After the review
OK it’s all over. You have completed your performance review. Hopefully you
are satisfied with the new direction.
Now that it is all fresh in your mind it is time to:
• Update your resume/CV while all your accomplishments are
fresh in your head
• Create your performance diary for the new period
• Reassess your career and personal direction.
Review your appraisal
At the end of the day you will be generally happy or a little disgruntled.
Feel these emotions, acknowledge them and what they mean.
If after the review you feel like management have not noticed your
performance consider whether that is because of the individuals
involved. Would it be different somewhere else within the
organisation, of do you need to go somewhere where your talents
are seen and noticed. Consider the current state of the organisation
is invisibility potentially a good thing.
For many, being told they have done their best is not an altogether
positive experience. If you are told you were perfect that can also be
a very strong signal to an individual that it is time to leave – your
mission is complete and you know a chapter is closed.
Review what has been agreed and is being written into your
performance review. Can you show them that you deserve such an
increase based on where you have exceeded expectations? Weigh
up what they have presented and you have presented. Did you
negotiate a suitable middle ground? Is this achievable for you at this
time?
Focus on what you can do to best scorecard your performance this
year in a way which you know addresses next year’s questions.
If you don’t feel you covered off all of the things you wanted to say in
the review meeting schedule a follow up meeting and ensure you
are prepared to use the time optimally.

Improving for next time
Make yourself conscious of the review process and how you went.
Make notes about what you would do differently next time. Be
prepared for the next one – all year round.
The review may be your only chance in a year to contribute to your
salary and personal growth and to have a voice in the direction of
the company.
If you are not confident in your negotiation and discussion skills ask a
friend to do a practice run with you before the meeting.
Don’t forget that you can still talk to your manager about your
growth and requirements outside of the performance appraisal
process. You still have the ongoing opportunity to negotiate your
needs.

Frequently asked questions
Question Comment
Do I need to complete a
performance review?
Feel like I’m selling myself. I’m
not in a sales role so why should
I sell myself – they hired me they
know who I am?
My manager should just know
what I’ve done and reward me.
Why must I go through this?
It is usually a company requirement for you to meet with
your manager and discuss your performance and the
role.
Managers are often busy managing the team, budgets,
schedules and their own job, and so they don’t always
keep track of your capabilities and career direction. Be
prepared to point out what you have been up to.
You are not selling yourself just doing a joint audit of your
contribution. Take the opportunity to request what you
need in your role over the next year.
I struggle in my role but don’t
want to show it in the review
Focus on your strengths in your job. If one aspect is
proving difficult admit it and ask for help. Request help
proactively. If you are struggling it is likely your manager
already knows why. So present a plan that you know will
help you overcome the difficulties – whether through
training, mentoring or a reshuffling of responsibilities.
My team mate does the same
work, but their performance
review is written out better than
mine. What can I do about
mine?
What makes it sounds better than yours? Can you learn
from their method? Is it just that they are better prepared
and have taken more time to think about their answers?
Ask your manager whether it is permissible for you to
write yours out again.
We don’t have a review but I
want one. What can I do?
Talk to your manager or human resources representative
and discuss the options. Tell them why you want one and
what you expect. Maybe have some ideas about the
format you’d like:
• annual formal discussion with your manager
• monthly feedback sessions with your supervisor
• a form you and the organisation can fill out
together.
My company does not give me
extra time to complete my
review and I’m already over-
loaded at work. How am I
expected to do it properly?
Your manager may keep loading work on you, but it is
important for you to complete your performance review.
It is important as this is how you are going to take control
of your work life. This effects your ongoing career
satisfaction.
If overloading is common call it out as something that
needs to change in the meeting.

I’m not good at verbally
discussing my achievements,
what can I do?
Practice talking through what you have done with a
friend, colleague, mentor or even someone in your
company’s human resources area.
I’m not good at writing down
my achievements, what can I
do?
We often do so many different tasks through the year
that we forget them quite easily. Look at keeping a diary
of your achievements. This makes it really easy at
performance review time.
If it is still a concern talk to your manager as you might be
able to edit the written form during your performance
meeting. You could make it a development goal but
don’t let it overtake the other issues in your review.
I get highly anxious and forget
everything, and then I look like
an idiot. What can I do?
First of all write down everything you want to say and
then in the meeting tick it off.
Second, practice the review with someone you trust as it
may help to calm your nerves.
I’m in the middle of a project /
assignment / task. Can I be
reviewed on future expected
outcomes?
What you’ve done up-to this point is most likely to be
taken into account as you have not completed the task
yet, and therefore it is not known if it was successful or
not, or how you went about completing it.
Focus on what has been achieved and how that is
progressing the project toward expected project
outcomes.
I excel in my role but don’t want
any additional responsibility.
How can I show this in the
review?
Ensure that your manager understands this as they might
be content sustaining you in the role working to your limit.
Can I do it again as I feel as
though I stuffed it up? (I didn’t
get my message through
clearly).
Talk to your manager as if the performance review just
happened then it might be a possibility. But always
remember that you should be able to talk to your
manager through-out the year.
My Manager has it in for me
and I know it will go bad. What
can I do?
In some organisations you can ask that a neutral second
person is in the meeting. Otherwise, all you can do is
write up your strengths, stay positive, have answers for
your wins and losses and provide suggestions for how
things are going to improve. If there is not much you can
do then it may be time to think about your future role in
that group and maybe use it as an opportunity to find
out what other roles in the organisation are available.
Can they fire me during my
review?
The purpose of a performance review is not about firing
someone, it is about reviewing their performance in a
role.
In smaller companies this can be a time for layoffs as well
as appraisals but in larger organisations these are
normally handled separately.

What if it is clear that an
opportunity doesn’t exist for me
in the company in the future?
This is something to consider for your future. You can start
setting yourself up for your next role, and keep an eye
out for other job applications.
Don’t feel bullied out of the role on the day. Give
yourself time to explore your options before you make
your next move.
For further information speak to a Corporate Therapy
Career Counsellor
Corporate Therapy
+ 61 7 5474 2404
info@corporatetherapy.com.au

Corporate Therapy Performance Review Guide

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