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Meetings auf Englisch - Sprachlich geschickt durch das Mitarbeitergespräch

Schlagwörter: Mitarbeitergespräch, Meeting auf Englisch, Meetings auf Englisch, Englisch Meeting, Konferenz auf Englisch, Englisch Konferenz, Besprechung auf Englisch, Englisch Besprechung, Diskurs Englisch, Diskussion Englisch

If you had an employee and paid his or her salary every month, provided paid holiday, subsidised the costs of medical insurance and offered other benefits, and paid the necessary payroll taxes to the government, chances are you’d want to make sure you’re getting your money’s worth.

And that’s what annual performance reviews are all about – but not just that. Not only does the employer want to get its money’s worth, it also wants a happy, positive set of employees who energetically help pull the company forward so that it thrives.

The way it’s supposed to be
Each year’s performance review actually starts on the day after the last year’s performance review. At that time – or soon after – your boss should be working with you to define not only what is considered to be a satisfactory level of performance, but also to define what your career or educational development goals are for the year. What should you be doing? What could you do better? What should the company be doing? What could it do better?

As the year goes by, you should be meeting with your manager at least once to take the pulse of performance. How are you both tracking against the defined goals? By the time your review comes along, there should be no need for anxiety and no unexpected surprises – just facts and ideas.

Good boss, bad boss
Unfortunately, many managers don’t understand this and, in fact, they’re just as nervous about giving performance reviews as you are receiving them. Think about it: how good are you at accurately reviewing someone else’s performance?
The key word here is accurate. The results of a performance review must be constructive and objective. They cannot be biased or subjective. They must be based on concrete information. With all of the work everyone has on his or her plate, it’s easy to forget about tracking this information during the year and trying to remember it all at once for that one, stomach-knotting moment.

Even good managers can be bad at performance reviews. Ultimately, the problem lies in the type of performance review. If your boss uses the “set goals for the year for both and compare the results“ approach, you’ve got the basis for a performance review that can be openly discussed. If your boss uses the “subjective evaluation” approach, things are more difficult. The challenge here lies in the fact that your boss’s appraisals are subjective: “Andrea needs to be more ambitious. Andrea is hard-working but often delivers inferior quality.” It’s hard to argue with such evaluations because they’re often not backed up with facts.

What to do
1. Evaluate and document your performance yourself, days in advance

If your boss doesn’t go into the facts, you need to do it. Make a list of everything you accomplished during the year and how it contributed to the company’s performance. Did you help save money? Did you contribute ideas? Did you “save” a situation or customer? In addition, make a list of what you did poorly and where you think you could use improvement. Be completely objective or your comments will have no credibility. Praise yourself where it’s due, admit weakness when it’s appropriate. Make a list of things you and your company can do to help minimise your weak points. Make a list of points you want to make. Take this with you to the meeting.

2. Listen first, then ask questions. Use the document you prepared as a guide.
What facts have contributed to your conclusion that I need to work harder?
What facts have contributed to your conclusion that I need to be a better team player?
You’ve outlined a number of weak points here. How can we work together to ensure I improve in these areas and can contribute better to the company’s performance next year?


3. Address your performance.
Would you mind if I review a few areas where I think I contributed significantly to the business process and get your feedback on them?
I played a pivotal role in helping to avoid … on the … project last March.
Throughout the year, I consistently …. and … without anyone having to get involved. The quality of this work was excellent, wouldn’t you agree?
Of course there are a few areas where I believe I need to improve. Could I review these with you to see if you would agree?


4. No matter what kind of boss you have, portray him or her in the light of a gentle coach and valued mentor.
You’ve helped me stay on track many times during the year so I value your feedback.
Many of the things you’ve mentioned are hard to hear, but as constructive feedback I have to take responsibility for my performance and act on them to ensure I become a more valuable asset to the team.
I’ve enjoyed this review, Mr Bellows. I respect your opinion and will do everything I can to justify the confidence you have shown in me. If we continue working together on these points, I’m sure we’ll have the win-win situation we’re both looking for.


5. Remember you are unlikely to get a raise if you don’t ask. If the meeting went well, it’s time to ask.
Based on what we’ve just reviewed I’d say it’s fair to ask for the raise I’ve been striving for the last two years.
I’ve been checking around, and I think a 5% raise would be in order and would put my salary in line with what competitive firms would pay.



Schlagwörter: Mitarbeitergespräch, Meeting auf Englisch, Meetings auf Englisch, Englisch Meeting, Konferenz auf Englisch, Englisch Konferenz, Besprechung auf Englisch, Englisch Besprechung, Diskurs Englisch, Diskussion Englisch

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