There were recent evaluations in my company, and from what I got, the manager gave only 2 opinions of the workers in our department, which could be shortened to:

"I have no objections to his/her work" and "I am pleased with his/her work".

If these are really the only concrete parts of the feedback, then it is a poor process (and perhaps a poor manager).

People need and deserve specific, honest feedback about what they are doing well, and what needs improvement. That's the only way to improve.

Annual performance reviews are a poor mechanism for providing feedback. It tends to be too intertwined with pay raises and promotions. For that reason, when I handled annual performance reviews with my team, I gave them an official (on paper) review and in informal talk about the past year. And annual performance reviews tend to be far too removed in time from when the events occurred that could have benefited from more immediate feedback.

If you aren't already getting it, you should ask for a weekly one-on-one meeting. In those meetings you should get specific, actionable feedback on all aspects of your work - the good and the not so good. If you aren't getting that feedback, ask for it.

Just telling you in effect "Overall you are doing well. I'm not going to tell you what you did well and I'm not going to tell you what could stand improvement." isn't good for the company and isn't good for you. You deserve better.

There were recent evaluations in my company, and from what I got, the manager gave only 2 opinions of the workers in our department, which could be shortened to:

"I have no objections to his/her work" and "I am pleased with his/her work".

If these are really the only concrete parts of the feedback, then it is a poor process (and perhaps a poor manager).

People need and deserve specific, honest feedback about what they are doing well, and what needs improvement. That's the only way to improve.

Annual performance reviews are a poor mechanism for providing feedback. It tends to be too intertwined with pay raises and promotions. For that reason, when I handled annual performance reviews with my team, I gave them an official (on paper) review and in informal talk about the past year. And annual performance reviews tend to be far too removed in time from when the events occurred that could have benefited from more immediate feedback.

If you aren't already getting it, you should ask for a weekly one-on-one meeting. In those meetings you should get specific, actionable feedback on all aspects of your work - the good and the not so good. If you aren't getting that feedback, ask for it.

Just telling you in effect "Overall you are doing well. I'm not going to tell you what you did well and I'm not going to tell you what could stand improvement." isn't good for the company and isn't good for you. You deserve better.

The questions I asked were "Can you see an area where I could improve? Can you think of a situation where I could performed better?" - those are the questions I received the "no" answer for.

Your boss isn't a very good manager. Sad.

There were recent evaluations in my company, and from what I got, the manager gave only 2 opinions of the workers in our department, which could be shortened to:

"I have no objections to his/her work" and "I am pleased with his/her work".

If these are really the only concrete parts of the feedback, then it is a poor process (and perhaps a poor manager).

People need and deserve specific, honest feedback about what they are doing well, and what needs improvement. That's the only way to improve.

Annual performance reviews are a poor mechanism for providing feedback. It tends to be too intertwined with pay raises and promotions. And it tends to be far too removed in time from when the events occurred that could have benefited from more immediate feedback.

If you aren't already getting it, you should ask for a weekly one-on-one meeting. In those meetings you should get specific, actionable feedback on all aspects of your work - the good and the not so good. If you aren't getting that feedback, ask for it.

Just telling you in effect "Overall you are doing well. I'm not going to tell you what you did well and I'm not going to tell you what could stand improvement." isn't good for the company and isn't good for you. You deserve better.

There were recent evaluations in my company, and from what I got, the manager gave only 2 opinions of the workers in our department, which could be shortened to:

"I have no objections to his/her work" and "I am pleased with his/her work".

If these are really the only concrete parts of the feedback, then it is a poor process (and perhaps a poor manager).

People need and deserve specific, honest feedback about what they are doing well, and what needs improvement. That's the only way to improve.

Annual performance reviews are a poor mechanism for providing feedback. It tends to be too intertwined with pay raises and promotions. For that reason, when I handled annual performance reviews with my team, I gave them an official (on paper) review and in informal talk about the past year. And annual performance reviews tend to be far too removed in time from when the events occurred that could have benefited from more immediate feedback.

If you aren't already getting it, you should ask for a weekly one-on-one meeting. In those meetings you should get specific, actionable feedback on all aspects of your work - the good and the not so good. If you aren't getting that feedback, ask for it.

Just telling you in effect "Overall you are doing well. I'm not going to tell you what you did well and I'm not going to tell you what could stand improvement." isn't good for the company and isn't good for you. You deserve better.