{"id":3109,"date":"2021-02-17T09:35:01","date_gmt":"2021-02-17T09:35:01","guid":{"rendered":"https:\/\/thenextweb.com\/?p=1339330"},"modified":"2021-02-17T09:35:01","modified_gmt":"2021-02-17T09:35:01","slug":"how-to-take-control-of-your-performance-review-and-get-the-cash-you-deserve","status":"publish","type":"post","link":"https:\/\/www.londonchiropracter.com\/?p=3109","title":{"rendered":"How to take control of your performance review and get the cash you deserve"},"content":{"rendered":"\n<div><img decoding=\"async\" src=\"https:\/\/img-cdn.tnwcdn.com\/image\/growth-quarters?filter_last=1&amp;fit=1280%2C640&amp;url=https%3A%2F%2Fcdn0.tnwcdn.com%2Fwp-content%2Fblogs.dir%2F1%2Ffiles%2F2021%2F02%2Fsalary-interview-startup-negotiate-gq.png&amp;signature=3f6b2a1c017151aa9895209a0328f605\" class=\"ff-og-image-inserted\"><\/div>\n<p><span>The sun always rises in the east, the only certain thing in life is paying taxes, and people don\u2019t always get the salary raise they deserve. I\u2019d like to help you with changing that last part.<\/span><\/p>\n<h2><b>Performance reviews matter<\/b><\/h2>\n<p><span>How you structure your performance review has a direct influence on your ability to get a potential salary raise. Generally speaking, companies will provide anywhere between a 1-10% annual raise depending on how well you\u2019ve performed that particular year. That makes your review one very important hour.&nbsp;<\/span><\/p>\n<p><span>To put that into context: if you were to pick up an extra 3% salary increase on a median Dutch salary, you\u2019re talking about an extra \u20ac1100 per year in direct gross income, increased employer contributions to your pension, and next year\u2019s salary raise in percentages will equal a higher number in absolute euros. All I\u2019m trying to point out is that it\u2019s worth investing some effort into that one conversation.<\/span><\/p>\n<p><span>The advice I\u2019m about to share is based on two assumptions:<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><span>You are indeed great at what you do and a top-performer<\/span><\/li>\n<li aria-level=\"1\"><span>You\u2019re not moving into a new job\/position \u2014 if you\u2019ve been promoted or taken on materially different responsibilities you shouldn\u2019t settle for a regular raise<\/span><\/li>\n<\/ul>\n<h2><b>#1 \u2013 Don\u2019t accept a mediocre review<\/b><\/h2>\n<p><span>We\u2019ve probably all had a manager in our life that turned reviews into awkward monologues filled with vague statements about your performance.<\/span><\/p>\n<p><span>Just because your manager has difficulty conducting a structured review shouldn\u2019t withhold you from adding a bit of structure to it yourself. There are two things I recommend making sure take place as part of your review process:<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><span>Ask your manager to provide concrete examples when feedback is given.&nbsp;<\/span><\/li>\n<li aria-level=\"1\"><span>Document the feedback and the outcome of the review conversation somewhere.<\/span><\/li>\n<\/ul>\n<p><span>Poor managers have a tendency to prepare for reviews in the 15-minutes prior to the meeting, which means they\u2019re likely to provide feedback based on recent events only, or worse, provide feedback based on their own subjective feelings.<\/span><\/p>\n<p><span>Asking for concrete examples will help separate the feedback that has merit from the random and unsubstantiated assumptions, which will help you:<\/span><\/p>\n<ol>\n<li aria-level=\"1\"><span>Understand better what to actually improve about your performance<\/span><\/li>\n<li aria-level=\"1\"><span>Nudge the goal-setting part of your conversation in the direction of the improvement points that have clear examples of what to change<\/span><\/li>\n<\/ol>\n<p><span>It doesn\u2019t really matter where the review is documented, just as long as it is. Part of the strategy is referring back to the goals in your next review which is why it\u2019s imperative they were documented and not verbal commitments only.<\/span><\/p>\n<h2><b>#2 \u2013 Set clear goals for the next 12 months<\/b><\/h2>\n<p><span>Here\u2019s the key to the game I want you to play.&nbsp;<\/span><\/p>\n<p><span>First, once you and your manager have reviewed your current year performance and start looking at the next year ahead, ask your manager this:<\/span><\/p>\n<p><span>\u201cWhat goals can we set in order for me to achieve an outstanding performance review in 12 months and the maximum salary increase?\u201d&nbsp;<\/span><\/p>\n<p><span>Practice that sentence out loud in front of the mirror if it makes you nervous, because it shouldn\u2019t. What you\u2019re asking for is perfectly normal. How are you supposed to deliver exemplary performance if you don\u2019t know what that performance looks like?<\/span><\/p>\n<p><span>The goals you set together need to be documented or else you\u2019ll never be able to prove 12 months down the line that you did everything that was asked of you.<\/span><\/p>\n<p><span>Secondly, every goal you put on paper needs to be SMART (Specific, Measurable, Achievable, Relevant, Time-Bound). If your goals don\u2019t match these criteria, you\u2019re going to leave room for ambiguity and discussion as to whether or not you completely achieved the goal. Let me give you a quick example to illustrate:<\/span><\/p>\n<blockquote readability=\"8\">\n<p><b>POOR goal:<\/b><span> help other teams work together more effectively with the marketing department.<\/span><\/p>\n<p><b>SMART goal:<\/b><span> help other teams work together with our department more effectively by organizing four company-wide one-hour workshops on successfully collaborating with the marketing team.&nbsp;<\/span><\/p>\n<\/blockquote>\n<p><span>The POOR goal leaves it unclear at what point you\u2019ve done enough to complete it. The SMART goal leaves no room for discussion; either you achieved it or you didn\u2019t.<\/span><\/p>\n<h2><b>#3 \u2013 Revisit your goals once a quarter<\/b><\/h2>\n<p><span>Goals are like Pok\u00e9mon, you gotta catch \u2018em all.&nbsp;<\/span><\/p>\n<p><span>The tactic here is to slowly but surely add a checkmark behind every goal that you had set up together with your manager. All you do is ask:<\/span><\/p>\n<p><span>\u201cLooking at the goals we set up earlier this year, how do you feel I\u2019m doing at the moment? Can you tell me which of these you feel I still need to work on?\u201d<\/span><\/p>\n<p><span>Don\u2019t wait for your midterm review to start asking this question, but ask regularly so you receive a more constant loop of feedback. Monthly one-on-one meetings are a great opportunity to do so, but at minimum make sure to check in once a quarter.<\/span><\/p>\n<p><span>As a side-effect of reviewing your goals, your manager will slowly get into the mindset of acknowledging you are doing exactly what they confirmed would earn you the maximum salary increase at the end of the year.<\/span><\/p>\n<h2><b>#4 \u2013 Add value to core company goals<\/b><\/h2>\n<p><span>Every commercial business has one metric that all managers answer to: profit.&nbsp;<\/span><\/p>\n<p><span>Find creative ways to contribute to the bottom line of the company and you\u2019ll find that you\u2019ll be making it much easier for your manager to give you a raise. Remember that they are probably negotiating team salaries with the CFO, so it helps if people in leadership recognize that you understand what the business is ultimately about.<\/span><\/p>\n<p><span>I hear you thinking: \u201cbut<\/span> I\u2019m not in a sales position Wytze!<span>\u201d Well, you don\u2019t have to be.<\/span><\/p>\n<p><span>In fact, the further removed your position is from sales, the more relevant this point becomes. You\u2019ll probably need to step outside of your job description to make a meaningful contribution and that makes it easier to get positively noticed.<\/span><\/p>\n<p><span>You could contribute to the bottom line in so many ways:<\/span><\/p>\n<ul>\n<li aria-level=\"1\"><span>Introduce a new lead from your personal network to the sales team<\/span><\/li>\n<li aria-level=\"1\"><span>Review the online tooling your team uses to save costs for the company<\/span><\/li>\n<li aria-level=\"1\"><span>Join a sales team meeting to ask how you in your role could help them achieve better results and inform them of relevant information from your work domain&nbsp;<\/span><\/li>\n<li aria-level=\"1\"><span>Use your personal LinkedIn to share news about company products<\/span><\/li>\n<\/ul>\n<p><span>If your company\u2019s leadership team works with OKRs or a similar goal-setting framework to outline the company strategy for the year \u2014 take notice. They\u2019ll probably list other core company goals besides revenue\/profit that you can integrate into the personal goals you set with your manager.<\/span><\/p>\n<h2><b>#5 \u2013 Treat your manager as your friend<\/b><\/h2>\n<p><span>It can be tempting to try and play hardball with your manager about salary raises you feel you deserve, but I speak from experience when I tell you: be careful.<\/span><\/p>\n<p><span>Your manager is the person defending your salary raise to the manager above her. She\u2019s going to fight harder for you if you give her the impression you\u2019re both on the same team trying to accomplish the same results.<\/span><\/p>\n<p><span>Consider your manager an ally in helping you develop the best career possible under your current employer.<\/span><\/p>\n<p><em>This article originally appeared in Wytze\u2019s newsletter, <a href=\"https:\/\/www.thehatchet.co\/p\/negotiating-a-salary-raise-at-a-startup\" target=\"_blank\" rel=\"nofollow noopener noreferrer\">The Hatchet<\/a>.<\/em><\/p>\n<p class=\"c-post-pubDate\"> Published February 17, 2021 \u2014 09:35 UTC <\/p>\n<p> <a href=\"https:\/\/thenextweb.com\/growth-quarters\/2021\/02\/17\/negotiate-higher-salary-raise-startup\/\">Source<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The sun always rises in the east, the only certain thing in life is paying taxes, and people don\u2019t always get the salary raise they deserve. I\u2019d like to help you with&#8230;<\/p>\n","protected":false},"author":1,"featured_media":3110,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1],"tags":[],"_links":{"self":[{"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/posts\/3109"}],"collection":[{"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3109"}],"version-history":[{"count":0,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/posts\/3109\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=\/wp\/v2\/media\/3110"}],"wp:attachment":[{"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3109"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=3109"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.londonchiropracter.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=3109"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}