I'm Expecting a Promotion
26 January 2009
Read by 1979 persons
When he was hired, Microsoft promised Pierre a quick promotion. Several months later, the 39-year-old consultant still sees nothing coming and decides to address the issue during his biannual interview.
A "perverse" self-assessment? Like all Microsoft employees, Pierre first completed an evaluation form, rating himself from 1 to 5 on about thirty criteria. Behind this "politically correct facade", Pierre sees above all "an extremely perverse tool": "If he doesn't have a sufficient budget or promotion to grant, the manager can point out every trace of red on the form" to justify his refusal: in short, the employee gives the stick to be beaten with. In addition, in large companies, "past evaluations can come back to bite you three years later."
Pierre also disapproves of "this vision of things reduced to a metric". "The criteria used erase a whole lot of things done during the year; they can even stifle initiatives: if I lend a hand that will allow my colleague to increase their turnover, this will not be taken into account in my evaluation."
Progression curve. With his fifteen years of experience, Pierre did not hesitate to "give himself the maximum score" where his skills were strong. And on the few points where his abilities were not developed (for example in financial negotiation), this technical expert gave himself the minimum score. "When it doesn't match your profile, there's no shame in saying you don't know how to do it." Furthermore, he points out perceptively, "it's important to be able to create a progression curve."
Taking the context into account. Pierre also took "a good half-day" to review his commitments and the year's key events. A good question to ask yourself when you're aiming for a promotion: "Where do my actions differ, or not, from those of the rest of the team?"
"However, you have to be aware of the manager's situation," Pierre analyzes. What the n+1 had hinted at in terms of advancement is it still realistic, given the company's current context? If so, you should emphasize your personal successes. On the other hand, if the context is unfavorable, there are two options: "If you want a promotion now, you shouldn't put green everywhere, but rather use the free boxes of the self-assessment to explain any semi-successes. And argue during the interview.
You can also ask for a cross-evaluation by a reference person." However, insisting carries a "real danger": "upsetting the manager you work with all year." It may therefore be preferable to renegotiate, saying "I have met my objectives, but I am aware that it may be in our best interest to postpone the discussion for a few months." Knowing that "this bet is based on mutual trust."
Knowing how to wait. Pierre's interview lasted twenty-five short minutes. The employee quickly addressed the heart of the matter: "This is not a reproach," he stressed, "but I need explanations about my lack of advancement." While his n+1, uncomfortable, had been evasive during the last quarter, he relaxed and explained that he had not yet received the expected budget. "It unblocked everything," Pierre rejoices: "I got confirmation that the initial agreement still held, and my manager got me to wait." Between his hiring and his promotion, Pierre will finally wait not one, but two years.
Staying zen. His last piece of advice? "You have to be able to hear a no without getting upset," because "slamming a door or a scathing retort can haunt you for years." If you feel anger rising, Pierre suggests, say "I didn't expect that, I don't know how to react" or "I need a little time; can we talk about it later?" And don't forget that decisions are made a little after the interview: "So there's still a last chance to go back and discuss it with the n+1."
Posted on January 26, 2009
pourseformer.fr
A "perverse" self-assessment? Like all Microsoft employees, Pierre first completed an evaluation form, rating himself from 1 to 5 on about thirty criteria. Behind this "politically correct facade", Pierre sees above all "an extremely perverse tool": "If he doesn't have a sufficient budget or promotion to grant, the manager can point out every trace of red on the form" to justify his refusal: in short, the employee gives the stick to be beaten with. In addition, in large companies, "past evaluations can come back to bite you three years later."
Pierre also disapproves of "this vision of things reduced to a metric". "The criteria used erase a whole lot of things done during the year; they can even stifle initiatives: if I lend a hand that will allow my colleague to increase their turnover, this will not be taken into account in my evaluation."
Progression curve. With his fifteen years of experience, Pierre did not hesitate to "give himself the maximum score" where his skills were strong. And on the few points where his abilities were not developed (for example in financial negotiation), this technical expert gave himself the minimum score. "When it doesn't match your profile, there's no shame in saying you don't know how to do it." Furthermore, he points out perceptively, "it's important to be able to create a progression curve."
Taking the context into account. Pierre also took "a good half-day" to review his commitments and the year's key events. A good question to ask yourself when you're aiming for a promotion: "Where do my actions differ, or not, from those of the rest of the team?"
"However, you have to be aware of the manager's situation," Pierre analyzes. What the n+1 had hinted at in terms of advancement is it still realistic, given the company's current context? If so, you should emphasize your personal successes. On the other hand, if the context is unfavorable, there are two options: "If you want a promotion now, you shouldn't put green everywhere, but rather use the free boxes of the self-assessment to explain any semi-successes. And argue during the interview.
You can also ask for a cross-evaluation by a reference person." However, insisting carries a "real danger": "upsetting the manager you work with all year." It may therefore be preferable to renegotiate, saying "I have met my objectives, but I am aware that it may be in our best interest to postpone the discussion for a few months." Knowing that "this bet is based on mutual trust."
Knowing how to wait. Pierre's interview lasted twenty-five short minutes. The employee quickly addressed the heart of the matter: "This is not a reproach," he stressed, "but I need explanations about my lack of advancement." While his n+1, uncomfortable, had been evasive during the last quarter, he relaxed and explained that he had not yet received the expected budget. "It unblocked everything," Pierre rejoices: "I got confirmation that the initial agreement still held, and my manager got me to wait." Between his hiring and his promotion, Pierre will finally wait not one, but two years.
Staying zen. His last piece of advice? "You have to be able to hear a no without getting upset," because "slamming a door or a scathing retort can haunt you for years." If you feel anger rising, Pierre suggests, say "I didn't expect that, I don't know how to react" or "I need a little time; can we talk about it later?" And don't forget that decisions are made a little after the interview: "So there's still a last chance to go back and discuss it with the n+1."
Posted on January 26, 2009
pourseformer.fr
