Mind of Bigyellow

the most common approach to quantifying someone’s job performance is to rely on subjective ratings, whether by the employee (self-rating of performance) or their manager (supervisory ratings). The typical correlation between self-ratings and supervisory ratings of job performance is merely 0.22, which translates to a trivial 4% overlap between the two. In other words, 96% of the variability in employees’ self-rated job performance is unrelated to how their managers’ view their performance. While employees are generally  too generous  in their self-evaluations of performance, there is not much evidence for the superior accuracy of supervisory ratings in measuring workers’  true  contributed value or output, though aggregating ratings of different managers or sources, including peers, will significantly  boost reliability . Needless to say, it is not just possible, but also desirable, to improve how others see us through factors unrelated to our actual job performance the KPI definition

 https://hbr.org/2014/10/what-to-do-after-a-bad-performance-review Reflect before you react  it’s important to “hold your emotions in check,” Look for your blind spots try to seek out those who will be candid with you instead of telling you that the input isn’t true. “making it clear you are interested in honesty, not consolation,”  Ask questions Be careful with your tone: You don’t want to appear as if you’re challenging the review.”   Make it clear you want concrete examples of what you should be doing differently. Make a performance plan The purpose of feedback is to help you improve in your job, and that requires a detailed plan of action. That may involve learning new skills, reprioritizing your tasks, or reevaluating how you come across to colleagues. Agree with your manager on what you need to do to make changes. “Give yourself thirty days or sixty days to experiment with trying to do a couple of things differently,” Give yourself a second score “You could get an F on the exam,