Whether yours is just around the corner or still some months away, this periodic discussion could take on added significance in an era of business belt-tightening.

Until employers see sustained signs of an upturn, they’re apt to continue to carefully scrutinize their workforce needs. If they find it necessary to consolidate some roles, the results of the latest round of performance reviews may carry even more weight than usual.

Although the current economic climate doesn’t mean your next evaluation should be cause for fear or panic, it should provide an impetus for a thoughtful self-appraisal that will enable you to put your best foot forward. Here’s how:

Do your part to shape the outcome. Managers often request employee input prior to conducting evaluations. If you’re asked for this type of information, recognize it as an opportunity to influence the outcome of your appraisal. Take the time to provide a thorough summary of your most notable accomplishments and formulate specific improvement and performance goals. Even if you’re not asked in advance for your input, you can still consider preparing a memo for your boss that outlines performance highlights. Managers often consult such information in completing appraisals, even if they didn’t ask for it beforehand.

Research conducted by Robert Half International and CareerBuilder indicates that supervisors appreciate employees who have given careful thought to their review. Managers surveyed said the top three steps employees can take to prepare for their evaluation are to come in with ideas to improve their performance, compile a list of top accomplishments and propose suggestions for new projects to tackle.

Take a trip down memory lane. Managers surveyed also acknowledged that they often have short memories. Almost three-quarters (74 percent) said there is a tendency for those preparing reviews to over-emphasize recent performance and not give due consideration to accomplishments or deficiencies that occurred earlier in the review period. This means that individuals being evaluated may need to aid their supervisor’s recall.

If you don’t already track your projects and accomplishments by using a folder or Excel spreadsheet, review your calendar, e-mail records and other documents to reconstruct what you’ve worked on since your last review. Compile the highlights, taking special note of exceptional results and positive feedback you received. For instance, if you have e-mails from clients complimenting your skillful handling of their audits or commending you on finding them tax-saving opportunities, consider incorporating these supporting details into your summary of notable achievements.

Be receptive. Especially in the current environment where one’s contributions and demeanor may prompt closer observation, it’s imperative to be open to your boss’ suggestions on how to improve your performance. Hiring managers surveyed by Robert Half said the biggest mistake employees make during a performance review is being defensive or not taking criticism well. Other mistakes cited include blaming missed goals or opportunities on others, showing a lack of interest in feedback and not being prepared to discuss accomplishments.

In addition to accepting constructive criticism in a professional manner if it’s offered, demonstrate a willingness to address any deficiencies noted by your boss. Even if you’re not pleased with your supervisor’s assessment, avoid arguing with him or her unless a factual mistake has been made. In that case, be respectful in clarifying the issue. Keep in mind that how you respond to your manager’s feedback can either boost or diminish your standing in your boss’s eyes.

Don’t be modest. Although many people aren’t comfortable with tooting their own horn, remember that you’re expected to do so during your evaluation. Don’t shrink from elaborating on your list of accomplishments and explaining what makes you a particularly valuable team member. For instance, if you’re known for being a supportive mentor to less experienced colleagues or for working exceptionally well on teams, emphasize these qualities, which are especially commendable at review time. According to managers surveyed by Robert Half, the employee attributes that carry the most weight during evaluations are tactical execution, how easy individuals are to work with, leadership ability, enthusiasm and strategic vision.

In better economic times, performance reviews are often used primarily to calibrate pay increases or solidify career paths. But with many businesses limiting raises and scaling back their workforces, appraisals could become more of a tool for determining who has the greatest job security. With this in mind, career-savvy professionals will want to use the performance review to their advantage by making sure their accomplishments are front and center and displaying an eagerness to learn how they can become an even more valuable team member.

For more career and management advice, listen to The Management Minute, Robert Half’s podcast series, at www.rhi.com/Podcast.

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