We often take our performance appraisals for granted. Then come appraisal time, we blame our superiors, even the appraisal system, if we get poor ratings. More so if the review results affected our salary increase or chances for promotion.

And yet, if we really put our heart into understanding how the system works, there is a way to get the most out of our performance appraisals. Let's see how.

First of all, what kind of performance appraisal do you have? The factorial rating type gauges how well you measure up against a set of pre-determined factors or standards. The MBO (Management by Objective) type measures performance based on attainment of objectives. A third type combines the two.

First, let us look at the factorial rating type. In a study by a well-known international training organization, it was found that there may be as many as 40 different types of factors, standards or competencies included in performance appraisals. Of these, management will usually select eight to 12 factors for measuring their employees' performance. Their choices will normally depend on a company's values, thrusts or priorities. Some companies put weights on these factors to rank their importance; others treat all the factors equally.

What you need to do is post a list of these factors at your desk or on a wall where you can see them every day. Then in your day-to-day activities, your actions should be focused on these factors. If the factors are weighted, then focus more on the heavier factors.

To illustrate, say for example that the factors carrying the heaviest weights in your appraisal system are:

1. quality and quantity of work
2. dependability and reliability
3. job knowledge

Say too that each factor is rated, ranging from 1 for insufficient performance to 5 for exceptional performance.

Knowing this, you should then make sure that for #1 (quality and quantity of work), your performance is always exceptional; for #2, that your commitments and obligations are always delivered ahead of time; and for #3, that you know exceptionally well the functions, requirements and responsibilities of your job. Thus, when appraisal time comes, you can be assured of getting the highest rating in these three areas.

If you have some difficulty in meeting the highest standards, you could request for further relevant training. The training may be in time management and work prioritization, planning and organization, or some other competency where you need to improve.

If you have the MBO type, then you should start preparing from the time the objectives are set. Normally, the objectives are negotiated between you and your superior. If your superior is the one who prepares the objectives, chances are he will set very high targets. You should then negotiate hard to make him reduce the targets and make the objectives more achievable for you. You could cite historical figures, statistics, etc. to make the targets more realistic.

If your superior asks you to prepare the objectives, then you could try to sandbag them. Aim for a target that is lower than what you believe you can realistically achieve. That way, if he asks you to increase your targets, you will still have room to move.

Once objectives are identified, post these where you can see them every day as a constant reminder. Then periodically review-weekly or monthly-how you are progressing vis-a-vis their achievement. If you feel you are ahead, then relax a little but do not slack off. Just maintain your performance or increase it just a little bit. Remember that if your superior finds out that you can easily hit your targets, he might set very high ones for you the next time.

If you are lagging, then keep a record of the reasons why. This is especially important if the reasons are not of your own doing, such as sudden economic downturns, changes in management priorities, or lack of support.

Another important consideration is timing. Unless your superior conducts periodic reviews or performance management faithfully, chances are, come appraisal time, he will only remember how you performed in the last few months before the appraisal. If this is the kind of superior you have, then you cannot afford to slow down despite having achieved your targets. You should know how to pace yourself so that your superior can observe how well you are performing in the last few months leading to the appraisal period.

If you do all these and keep your records conscientiously, then come appraisal time, you stand a good chance of getting higher marks than what you ordinarily receive. Remember that unless you have the figures to speak for you, your superior's perception of your performance will always prevail. Thus, it is imperative for you to focus his perception on the strong points of your performance.