1. Discuss the achievements list you wrote. Wise managers ask each of their subordinates to create an accomplishments list to begin the performance assessment phase. This list is intended to provide the manager with a record of those achievements and accomplishments that the individual felt were the most important during the appraisal period. In the meeting, the individual should review the accomplishments list he prepared to make sure that the appraiser has appropriately incorporated his achievements during the review period.

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2. Discuss what you achieved against your development plan. The individual is responsible for creating and executing the development plan. The performance review discussion is the ideal time to talk about what was accomplished and where the focus of development efforts needs to be in the upcoming year.

3. Compare your assessment of your own performance with that of your appraiser. Most of the time the individual and the manager come to essentially the same conclusions about the quality of the individual's performance—even when the performance hasn't been all that good. But it is important that the two participants talk through all areas of the appraisal, even areas where both the appraiser and the individual agree that the performance was excellent. And in those cases where there is a significant difference between the manager's assessment of the quality of performance and the individual's feelings about her own level of performance, it is critical that there be a common understanding.

4. Seek clarification for any assessments or examples that are unclear. Too often the individual feels as if she should simply be the silent recipient of the manager's discussion of her performance. That's a mistake. Al¬though the manager will make the ultimate decision about the performance rating, it is very appropriate for the individual to expect that the manager will back up each of his assessments with examples and illustrations of the performance under discussion.

5. Consider how the appraiser's feedback will influence your performance plan for the upcoming appraisal period. Once the individual has a good understanding of the manager's assessment of her performance—and the thought processes the manager used to determine the rating level assigned—the individual needs to put that information to use. How will she approach new projects now that she understands how her boss looks at the way she goes about doing them? Which competencies are the most important? As far as the manager is concerned, is it better to miss a deadline to ensure the highest possible quality, or is it better to meet every deadline even if a little quality has to be sacrificed? The more the individual can learn about the way the manager goes about assessing performance, the more she can use that information to not only do a better job, but be seen by her boss as an outstanding per¬former.

6. Listen and respond appropriately to the appraiser's perceptions and feedback. The performance review is a discussion, not a lecture. Both parties must be active participants for them—and the organization—to get all of the potential benefit from the process.

Source :
Dick Grote, The Complete Guide to Performance Appraisal , Amacom. You can obtain this excellent book here

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