أنشئ حسابًا أو سجّل الدخول للانضمام إلى مجتمعك المهني.
Thanks
Send him an e-mail quarterly every three months enhanced by numbers, diagrams, charts, pictures shown your achievements and end your e-mail by polite question to get a thanks and appreciation letter BUT you need to achieve an extra work to get so. Since all ordinary works and tasks are your job and call
Regards
Thanks for the invitation, a lot would depend on what kind of relationship or bonding you & your manager share, degree of openness in communication among you, existing Org. Culture and most importantly HR systems.
All are easy to understand, I would mention about HR PMS system. If the org. has an effective performance management system in place then I don't think such a question would ever arise, since the employee & manager would have already discussed and agreed upon the objectives in the starting of cycle.
On a personal note, had I been in such a situation where NO formal PMS system exists then I would have done the followings:
Prepare a professional report to be presented to your director and higher management, stating your achievements and a description of each one.
i think the best way is to talk with your boss if you have free time over a coffee..update him/her about what is necessary to do for the development of its human resources and the company itself... site the advantages of your suggestions..
The best way would be to get written acknowledgements of great work from customers/ clients, etc. That ways, you have a very genuine recommendation to back your claim and works best in almost any company.
PS: Thanks for inviting me to answer this thread!
choosing the write time, and the most important thing is to work perfectly in order to be noticed that you deserve those things.
In an ideal world, Good companies will have a policy to grow/train/reward its staff. If not, then maybe it's time to rethink how to sell your work. People will be dependant on the work you do when it is helpful and has a real value. But sometimes they can't see it on their own. It'll be effective to use specific cases instead of general/generic talk. You'll need to be aware of the value you add in your workplace and be able to demonstrate it.
Another factor is your boss' mentality and ethics. The company's policy as well. Some bosses allow others to grow while some are just plain blood suckers.
I think Nukul Yadav's answer is good.
Hii,
Thanks for invitation
Here the question is good.
And fist up all we need to know what is recognition or appreciation. this is not a thing that taking from superior with compelling. Or forcing . if you want to get these recognition from superior you should be deserve for it. That is you should be professional in your work. even your not getting appreciation from superior that means your superior is not professional in his work.
Like this situation you want to do something , that is you show more positive attitude to your job, and do your job perfectly without his command and order. Ask only necessary things. If it is that much essential.
And prove that you can work without him. Never try to overtake him that will lead to jalousies.
And show more friendly to superior
Here am going to conclude my answer. Appreciation or recognition are emotional more than others .
Achievements, commitment and excellent evaluation are reasons to get proper recognition.
It depend on your boss personality whether you ask him personally or send him reports along with written request for recognition.
How lucky the employee would be if he get recognition by monitoring his competency and achievements without asking for it.
I believe that you should send him an email to meet him on some personal matters, when he accepts your invitation for meeting then sit opposite to him and share your thoughts with him regarding your promotion, working challenges, goals and salary increment etc. it would be the best way because this is how you can share your thoughts with him and he will also assure your career progression because he knows you are very much concerned about your career.
