✕
☰

Step Up and Stand Out! Annual Performance Evaluations for Social Workers

by

Photo credit: BigStockPhoto/Mary Long

by Jennifer Luna, MSSW, Your Social Work Career Coach

     Whether you have been in your job for several years or are beginning your first position after graduation, chances are you will have to do a performance evaluation every year. An annual performance evaluation provides the best context to have a discussion with your supervisor about YOU! This is an opportunity to talk to your supervisor about your career aspirations, challenges, and most importantly, your accomplishments throughout the year. The results of this process can propel your career to a raise, a promotion, or leverage for applying for other jobs. Annual evaluations should be viewed as a regular part of career management, not only to record your accomplishments, but to keep track of your areas for growth and what you need to succeed in your current role and—ultimately—your career.

What is a performance evaluation?

     A performance evaluation is a formal procedure that supervisors use to assess social workers’ performance based on their job description. Although they vary in format, they may include rating scales, self-evaluation, and a review of goals based on the job description. A self-evaluation written by the employee provides an opportunity for the social worker to inform the supervisor of not only accomplishments but day-to-day tasks that the supervisor may not be aware of. By the same token, the supervisor may recognize areas for growth or missed opportunities of which the social worker is unaware. This is a great opportunity for both to be reaffirmed of the job at hand and informs social workers of their performance metrics and supervisor expectations.

     Social workers are natural evaluators. The good news for us is that as social workers, we are naturally inclined to incorporate evaluation in our day-to-day work. Evaluation is one of the foundations of our professional education and a common practice in all aspects of our work, regardless of field of practice. We have received evaluations as part of our social work field education. Additionally, we are taught to utilize the strengths-based perspective, and we understand the importance of a person-centered approach to successful outcomes. We are also committed to evaluation in our practice, especially as it relates to evidence-based practice and positive outcomes for our clients, our organizations, and society at large.

Let’s get started!

     Before you begin your evaluation, ask yourself these questions:

     By reviewing these questions before you begin your performance evaluation, you will have a good idea of how to emphasize your strengths with intention. You will also begin to know and understand what you need from your employer to move forward in your job. As you review these needs, it is important to think of specifics, such as a training that you would like to attend, a certification, or an opportunity to work with a specific population or organization in which a successful outcome will add to your dossier.

A performance evaluation should be viewed as a 4-step process.

     Step 1. Demonstrate to your supervisor your accomplishments, strengths, and talents for the year. Many organizations use a self-evaluation performance system. This is your time to unabashedly toot your own horn! Don’t be coy—you have to communicate your accomplishments in a way that demonstrates critical thinking, problem solving, and growth. Take out your calendar and review your year, paying close attention to project deadlines, meetings, and other day-to-day responsibilities that collectively show what you have done throughout the year.

     Step 2. Take the opportunity during the performance evaluation for you and your supervisor to review areas of your work that may need improvement or growth. Depending on your agency or supervisor, this may be phased different ways in this portion of your evaluation such as: areas of growth, limitations, or “does not meet expectations.” Remember, these are just things you have not learned yet! Use the strengths-based perspective when considering this portion of the review. What would you like to learn or improve on in order to move your career forward in your current job, or to take with you when you leave?  This portion of the evaluation will also likely include workstyle or personal characteristics.  Have you demonstrated that you are a team player or a leader?  Have you been dependable and responsible in your day-to-day work with colleagues and clients?  Are there areas in which you feel you are struggling, and how can you address this in a professional manner with your supervisor? It is always better if you address these areas head on and transparently. There may be a simple fix to such growth areas, but unless you articulate that you are having difficulties, your supervisor may not know.

     Step 3. Set goals for the following year.  This can be one of the most exciting parts of your evaluation! You have an opportunity to gain buy-in from your supervisor on goals that you have set for yourself, and to gain an understanding of what your supervisor expects of you.  While negotiating these goals, tell your employer why they are important to the success of your organization and to you professionally.  For example, if you are seeking to present your work at a conference, explain to your employer the importance of developing your communication skills and highlighting the great work of the agency. Every organization wants a great spokesperson! If your supervisor suggests goals that do not align with yours or your career interests, it is still important to consider them and find a way to meet in the middle.  In most social work careers, there are concessions we must make.  If, for example, your supervisor would like for you to take on more cases, you might specifically identify what the impact would be on your day-to-day work, and then negotiate more time to produce case notes or even flex time to make up for the extra workload.

     Step 4. Gain leverage for a raise, a certificate, or another job perk. It is crucial that you know the things you are going to ask for before you go into your evaluation. Even if you are not sure how your evaluation will turn out, you will be prepared. In anticipation of this opportunity, ask yourself these questions: What do I want to ask for? Why do I deserve it?

     The following are a few items to consider:

     Now, let’s apply what we know to your annual performance evaluation. As you write about your accomplishments, use thoughtful key words and terms to describe your accomplishments and areas for growth. Your evaluation should provide the following three elements:

  1. An accurate understanding of what you do for your work
  2. A sense of how you perform your work
  3. A description of your drive to evoke a sense of ownership and accountability of your work

     As you write your evaluation, use strong “power terms” to evoke a positive reaction to your performance, and leave the supervisor with a desire to learn more about what you do, not just the average job description. From a career advancement perspective, this process will help you to strengthen your vocabulary and articulate your skills and knowledge in a way that is interesting and compelling. It will also help you to begin to express your overall work experience as part of a strategic career trajectory. The more confident you become in articulating your successes and experience, the better prospects you will have for new opportunities and areas of advancement. When writing your evaluation, make sure you depict industry language, especially if you are a social worker in a non-social work environment.

     Below are examples of how power words can make a significant difference in describing your abilities:

“Created a new program for the kids.” vs. “Coordinated all efforts to facilitate and evaluate a prevention program for more than 30 students identified as at risk for substance use. Resulted in a 59% reduction in student absences and increase in student participation.”

“Assisted with group for clients.” vs. “Co-facilitated anger management group for children ages 10-12.”

“Won employee of the quarter.” vs. “Awarded employee of the quarter recognition for leadership of new program.”

“Found resources for families.” vs. “Identified and connected resources for  52 families, including food, transportation, and housing.”

“Looked at survey in order to record data points.” vs. “Analyzed data from statewide survey, recorded data points and contributed to final report.”

“Set up meetings to talk about diversity and inclusion issues.” vs. “Founded ad hoc committee to address diversity and inclusion efforts.”

Tips for completing a successful evaluation

How to handle negative feedback

     Negative feedback on an evaluation can be difficult to handle, but don’t worry—you got this! Remember, a performance evaluation is a tool to help you identify areas in which you can do better and grow in your job and ultimately your career.  If there is an issue you have identified yourself, be transparent and make sure you mention it in your evaluation before your supervisor does.  If you mention it first, this will make it easier for your supervisor to discuss it with you, and they will understand that you are aware of it.  If you learn of an issue that you are not aware of, do not get emotional, but rather get curious.  If you disagree with the feedback, ask for clarification of the issue, and for examples of how you can do better. In almost all cases, your supervisor wants you to succeed. After you are clear on what the issues are, set a plan in place with specific actions for improvement and measurable goals to keep you on track. Once you have a plan, set up a timetable for reevaluation and additional meetings to assess improvement or corrective action, if necessary.

     With these tips in mind, you will have a successful evaluation, a good sense of how you are performing in your role, and an opportunity to advocate for yourself without even breaking a sweat!

Jennifer Luna, MSSW, writes about social work career development. Jennifer is a social worker, career coach, keynote speaker, and trainer. She serves as Director of the DiNitto Center for Career Services at the University of Texas at Austin, Steve Hicks School of Social Work. Jennifer utilizes a collaborative yet strategic coaching approach to assist social workers in identifying their strongest skills, areas of knowledge, key strengths, and leadership characteristics.

Back to topbutton