[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"article:hyouka-mendan":3},{"meta":4,"markdown":77},{"type":5,"articleId":6,"slug":7,"title":8,"titleEn":9,"category":10,"summary":11,"publishedAt":12,"image":13,"vocabulary":14},"article","bj-hyouka-mendan","hyouka-mendan","評価面談の準備と振り返り","Preparing for and Reviewing Performance Evaluation Interviews","business-japanese","Practical guide to the performance review process in Japanese companies. Covers how to write self-evaluations (jiko-hyouka), the distinction between performance evaluation (gyouseki-hyouka) and behavioral evaluation (koudou-hyouka), MBO (mokuhyou-kanri), the difference between salary increase (shoukyuu) and promotion (shoukaku), how to discuss feedback constructively, what to do if you disagree, and an overview of the grade system (toukyuu seido).\n","2026-04-27T00:00:00Z","https:\u002F\u002Fimages.yamiyomi.com\u002Fbj-hyouka-mendan.png",[15,20,25,29,33,37,41,45,49,53,57,61,65,69,73],{"word":16,"reading":17,"meaning":18,"level":19},"評価","ひょうか","evaluation","N2",{"word":21,"reading":22,"meaning":23,"level":24},"面談","めんだん","interview","N1",{"word":26,"reading":27,"meaning":28,"level":24},"自己評価","じこひょうか","self-evaluation",{"word":30,"reading":31,"meaning":32,"level":24},"業績","ぎょうせき","performance",{"word":34,"reading":35,"meaning":36,"level":19},"行動","こうどう","behavior",{"word":38,"reading":39,"meaning":40,"level":24},"目標管理","もくひょうかんり","management by objectives (MBO)",{"word":42,"reading":43,"meaning":44,"level":24},"昇給","しょうきゅう","salary increase",{"word":46,"reading":47,"meaning":48,"level":24},"昇格","しょうかく","promotion in grade",{"word":50,"reading":51,"meaning":52,"level":24},"等級","とうきゅう","grade",{"word":54,"reading":55,"meaning":56,"level":19},"制度","せいど","system",{"word":58,"reading":59,"meaning":60,"level":24},"達成","たっせい","achievement",{"word":62,"reading":63,"meaning":64,"level":24},"客観的","きゃっかんてき","objective",{"word":66,"reading":67,"meaning":68,"level":24},"主観的","しゅかんてき","subjective",{"word":70,"reading":71,"meaning":72,"level":24},"異議","いぎ","objection",{"word":74,"reading":75,"meaning":76,"level":24},"申し立て","もうしたて","filing (a complaint)","\n::para\n[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}は[多くの]{おおくの:many:N4}[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}で[年]{ねん:year:N5}[2]{に:two}[回]{かい:times:N3}[実施]{じっし:conducted:N1}される[公式]{こうしき:formal:N3}な[制度]{せいど:system:N3}で、[半期]{はんき:half year:N3}（[4]{し:four}〜[9]{く:nine}[月]{がつ:month:N5}）と[通期]{つうき:full year:N3}（[10]{じゅう:ten}〜[3]{さん:three}[月]{がつ:month:N5}）の[業績]{ぎょうせき:performance:N2}を[振り返る]{ふりかえる:to look back on:N1}[場]{ば:venue:N4}です。[1on1]{わんおんわん:1on1}とは[全く]{まったく:completely:N3}[別]{べつ:different:N4}の[フォーマル]{ふぉーまる:formal}な[手続き]{てつづき:procedure:N3}であり、[結果]{けっか:results:N1}が[賞与]{しょうよ:bonus:N2}・[昇給]{しょうきゅう:salary increase:N2}・[昇格]{しょうかく:promotion:N2}に[直接]{ちょくせつ:directly:N2}[反映]{はんえい:reflected:N3}されるため、[準備]{じゅんび:preparation:N2}と[振り返り]{ふりかえり:reflection:N1}の[両方]{りょうほう:both:N3}が[極めて]{きわめて:extremely:N2}[重要]{じゅうよう:important:N3}です。\n\n#en\nThe performance review interview is a formal system conducted twice a year at most Japanese companies, where the half-year (April–September) and full-year (October–March) performance is reviewed. It is a formal procedure entirely separate from 1on1, and because the results are directly reflected in bonuses, salary increases, and promotions, both preparation and reflection are extremely important.\n::\n\n::heading\n[評価]{ひょうか:evaluation:N1}の[2]{に:two}つの[軸]{じく:axes:N1}：[業績]{ぎょうせき:performance:N2}[評価]{ひょうか:evaluation:N1}と[行動]{こうどう:behavior:N4}[評価]{ひょうか:evaluation:N1}\n\n#en\nTwo Axes of Evaluation: Performance and Behavioral\n::\n\n::para\n[多くの]{おおくの:many:N4}[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}は[評価]{ひょうか:evaluation:N1}を[2]{に:two}つの[軸]{じく:axes:N1}で[行います]{おこないます:conducts:N5}。[第一]{だいいち:first:N1}に[業績]{ぎょうせき:performance:N2}[評価]{ひょうか:evaluation:N1}（[成果]{せいか:results:N3}[評価]{ひょうか:evaluation:N1}とも[呼ぶ]{よぶ:called:N3}）です。これは[期初]{きしょ:start of period:N3}に[設定]{せってい:set:N2}した[目標]{もくひょう:goals:N1}（[KPI]{けーぴーあい:KPI}や[OKR]{おーけーあーる:OKR}）の[達成度]{たっせいど:achievement level:N3}を[測ります]{はかります:measures:N2}。[数字]{すうじ:numbers:N3}で[表せる]{あらわせる:expressible:N3}[客観的]{きゃっかんてき:objective:N3}な[評価]{ひょうか:evaluation:N1}が[原則]{げんそく:principle:N2}です。[第二]{だいに:second:N1}に[行動]{こうどう:behavior:N4}[評価]{ひょうか:evaluation:N1}（[コンピテンシー]{こんぴてんしー:competency}[評価]{ひょうか:evaluation:N1}）です。[これは]{これは:this}[業績]{ぎょうせき:performance:N2}を[達成]{たっせい:achieve:N3}する[過程]{かてい:process:N3}での[行動]{こうどう:behavior:N4}や[姿勢]{しせい:attitude:N1}を[評価]{ひょうか:evaluate:N1}します。[協調性]{きょうちょうせい:cooperativeness:N2}、[主体性]{しゅたいせい:initiative:N3}、[リーダーシップ]{りーだーしっぷ:leadership}、[責任感]{せきにんかん:sense of responsibility:N3}などが[項目]{こうもく:items:N1}です。[業績]{ぎょうせき:performance:N2}[評価]{ひょうか:evaluation:N1}と[行動]{こうどう:behavior:N4}[評価]{ひょうか:evaluation:N1}の[配分]{はいぶん:allocation:N3}は[企業]{きぎょう:company:N1}や[役職]{やくしょく:position:N3}によって[異なり]{ことなり:varies:N1}ます。[一般]{いっぱん:typically:N2}に[管理]{かんり:management:N2}[職]{しょく:position:N3}は[業績]{ぎょうせき:performance:N2}の[比重]{ひじゅう:weight:N2}が[高く]{たかく:high:N5}、[若手]{わかて:junior staff:N3}は[行動]{こうどう:behavior:N4}[評価]{ひょうか:evaluation:N1}の[比重]{ひじゅう:weight:N2}が[高い]{たかい:high:N5}[傾向]{けいこう:tendency:N2}が[あります]{あります:there is}。\n\n#en\nMany Japanese companies conduct evaluation along two axes. First, performance evaluation (also called results evaluation), which measures the achievement level of goals (KPI or OKR) set at the start of the period. The principle is objective evaluation expressible in numbers. Second, behavioral evaluation (competency evaluation), which evaluates behavior and attitude in the process of achieving performance. Items include cooperativeness, initiative, leadership, and sense of responsibility. The weight of performance vs. behavioral evaluation varies by company and position. Typically, managers have a higher weight on performance, while junior staff tend toward higher weight on behavior.\n::\n\n::callout\n[ポイント]{ぽいんと:point}：[行動]{こうどう:behavior:N4}[評価]{ひょうか:evaluation:N1}は[主観的]{しゅかんてき:subjective:N3}になりやすく、[評価]{ひょうか:evaluator:N1}[者]{しゃ:person:N4}による[ブレ]{ぶれ:variance}が[大きい]{おおきい:large:N5}[領域]{りょういき:area:N2}です。[だからこそ]{だからこそ:precisely because of this}、[期中]{きちゅう:during the period:N3}に[具体]{ぐたい:specific:N3}[エピソード]{えぴそーど:episode}を[記録]{きろく:record:N2}しておくことが[重要]{じゅうよう:important:N3}です。\n\n#en\nPOINT: Behavioral evaluation tends toward subjectivity and is an area with large variance between evaluators. Precisely because of this, recording specific episodes during the period is important.\n::\n\n::heading\n[MBO]{えむびーおー:MBO}（[目標管理]{もくひょうかんり:management by objectives:N1}）\n\n#en\nMBO (Management by Objectives)\n::\n\n::para\n[MBO]{えむびーおー:MBO}は[期初]{きしょ:start of period:N3}に[上司]{じょうし:manager:N1}と[部下]{ぶか:subordinate:N3}が[話し合って]{はなしあって:discussing:N3}[目標]{もくひょう:goals:N1}を[設定]{せってい:set:N2}し、[期末]{きまつ:end of period:N3}にその[達成度]{たっせいど:achievement level:N3}を[評価]{ひょうか:evaluate:N1}する[制度]{せいど:system:N3}です。[1954]{せんきゅうひゃくごじゅうよ:1954}[年]{ねん:year:N5}に[ピーター]{ぴーたー:Peter}・ドラッカーが[提唱]{ていしょう:advocated:N1}し、[日本]{にほん:Japan:N5}では[1990]{せんきゅうひゃくきゅうじゅう:1990}[年代]{ねんだい:decade:N4}から[広く]{ひろく:widely:N4}[導入]{どうにゅう:introduced:N2}されています。[目標]{もくひょう:goals:N1}は[SMART]{すまーと:SMART}（[Specific]{すぺしふぃっく:Specific}・[Measurable]{めじゃらぶる:Measurable}・[Achievable]{あちーばぶる:Achievable}・[Relevant]{れればんと:Relevant}・[Time-bound]{たいむばうんど:Time-bound}）の[原則]{げんそく:principle:N2}で[設定]{せってい:set:N2}するのが[基本]{きほん:basic:N1}です。[達成度]{たっせいど:achievement level:N3}は[一般]{いっぱん:typically:N2}に[5]{ご:five}[段階]{だんかい:stages:N2}（[S]{えす:S}・[A]{えー:A}・[B]{びー:B}・[C]{しー:C}・[D]{でぃー:D}）で[評価]{ひょうか:evaluated:N1}されます。[B]{びー:B}が[「]{「:opening}[期待]{きたい:expected:N3}[通り]{どおり:as:N4}[」]{」:closing}を[意味]{いみ:means:N4}し、[A]{えー:A}は[「]{「:opening}[期待]{きたい:expected:N3}を[超える]{こえる:exceeds:N2}[」]{」:closing}、[S]{えす:S}は[「]{「:opening}[卓越した]{たくえつした:outstanding:N1}[成果]{せいか:results:N3}[」]{」:closing}を[意味]{いみ:means:N4}します。\n\n#en\nMBO is the system where the manager and subordinate discuss and set goals at the start of the period and evaluate the achievement level at the end. Advocated by Peter Drucker in 1954, it has been widely introduced in Japan since the 1990s. Goals are basically set on the SMART principle (Specific, Measurable, Achievable, Relevant, Time-bound). Achievement is typically evaluated on five stages (S, A, B, C, D). B means \"as expected,\" A means \"exceeds expectations,\" and S means \"outstanding results.\"\n::\n\n::heading\n[自己評価]{じこひょうか:self-evaluation:N1}の[書き方]{かきかた:how to write:N4}\n\n#en\nHow to Write a Self-Evaluation\n::\n\n::para\n[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}の[前]{まえ:before:N5}に[部下]{ぶか:subordinate:N3}は[自己評価]{じこひょうか:self-evaluation:N1}[シート]{しーと:sheet}を[提出]{ていしゅつ:submit:N1}します。[書き方]{かきかた:how to write:N4}の[コツ]{こつ:knack}は[3]{さん:three}つあります。[第一]{だいいち:first:N1}に[具体]{ぐたい:specific:N3}[数字]{すうじ:numbers:N3}を[必ず]{かならず:always:N3}[入れる]{いれる:include:N5}ことです。「[頑張った]{がんばった:worked hard:N1}」「[努力]{どりょく:effort:N3}した」だけでは[評価]{ひょうか:evaluator:N1}[者]{しゃ:person:N4}に[伝わり]{つたわり:communicated:N3}ません。「[受注]{じゅちゅう:orders:N3}を[前年比]{ぜんねんひ:year-on-year:N2}[120%]{ひゃくにじゅう:120 percent}[達成]{たっせい:achieved:N3}」のように[数値]{すうち:numerical values:N3}で[示します]{しめします:show:N3}。[第二]{だいに:second:N1}に[STAR法]{すたーほう:STAR method:N3}を[使う]{つかう:to use:N4}ことです。[Situation]{しちゅえーしょん:Situation}（[状況]{じょうきょう:situation:N2}）→ [Task]{たすく:Task}（[課題]{かだい:task:N2}）→ [Action]{あくしょん:Action}（[行動]{こうどう:action:N4}）→ [Result]{りざると:Result}（[結果]{けっか:result:N1}）の[順]{じゅん:order:N2}で[書く]{かく:to write:N5}と、[何]{なに:what:N5}を[どう]{どう:how}[達成]{たっせい:achieved:N3}したかが[明確]{めいかく:clear:N3}になります。[第三]{だいさん:third:N1}に[組織]{そしき:organizational:N1}[貢献]{こうけん:contribution:N1}を[書く]{かく:to write:N5}ことです。[個人]{こじん:individual:N2}の[成果]{せいか:results:N3}だけでなく、[チーム]{ちーむ:team}や[部門]{ぶもん:department:N2}に[どう]{どう:how}[貢献]{こうけん:contributed:N1}したかを[加える]{くわえる:to add:N3}と[評価]{ひょうか:evaluation:N1}が[上がり]{あがり:rises:N5}やすいです。\n\n#en\nBefore the evaluation interview, the subordinate submits a self-evaluation sheet. There are three knacks for writing it. First, always include specific numbers. Just \"worked hard\" or \"made effort\" does not communicate to evaluators. Show numerically as in \"achieved 120% of orders year-on-year.\" Second, use the STAR method. Writing in the order Situation → Task → Action → Result clarifies what was achieved and how. Third, write organizational contribution. Adding not only individual results but also how you contributed to the team or department tends to raise the evaluation.\n::\n\n::callout\n[よく]{よく:often}ある[失敗]{しっぱい:mistakes:N3}：[謙遜]{けんそん:modesty:N1}しすぎて「[自分]{じぶん:I:N4}は[まだ]{まだ:still}[未熟]{みじゅく:immature:N1}です」と[書く]{かく:to write:N5}[新人]{しんじん:newcomers:N4}が[多い]{おおい:many:N4}ですが、[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}は[謙遜]{けんそん:modesty:N1}の[場]{ば:venue:N4}ではなく、[事実]{じじつ:facts:N3}を[正確]{せいかく:accurately:N3}に[伝える]{つたえる:to convey:N3}[場]{ば:venue:N4}です。[達成]{たっせい:achievements:N3}は[達成]{たっせい:achievements:N3}として[しっかり]{しっかり:firmly}[書きましょう]{かきましょう:let's write:N5}。\n\n#en\nCOMMON MISTAKE: Many newcomers write \"I am still immature\" out of excessive modesty, but the evaluation interview is not a venue for modesty — it is a venue for accurately conveying facts. Write achievements as achievements firmly.\n::\n\n::heading\n[昇給]{しょうきゅう:salary increase:N2}と[昇格]{しょうかく:promotion:N2}の[違い]{ちがい:difference:N3}\n\n#en\nThe Difference Between Shoukyuu and Shoukaku\n::\n\n::para\n[昇給]{しょうきゅう:salary increase:N2}と[昇格]{しょうかく:promotion:N2}は[よく]{よく:often}[混同]{こんどう:confused:N2}されますが、[全く]{まったく:completely:N3}[別]{べつ:different:N4}の[概念]{がいねん:concept:N1}です。[昇給]{しょうきゅう:salary increase:N2}は[同じ]{おなじ:same:N4}[等級]{とうきゅう:grade:N1}の[中で]{なかで:within:N5}[基本給]{きほんきゅう:base salary:N1}が[上がる]{あがる:rises:N5}ことを[指します]{さします:refers to:N3}。[毎年]{まいねん:every year:N5}の[評価]{ひょうか:evaluation:N1}で[B]{びー:B}[評価]{ひょうか:evaluation:N1}[以上]{いじょう:and above:N4}[獲得]{かくとく:achieve:N1}すれば、[多くの]{おおくの:many:N4}[企業]{きぎょう:company:N1}で[一定]{いってい:fixed:N3}[幅]{はば:amount:N2}の[昇給]{しょうきゅう:salary increase:N2}が[行われます]{おこなわれます:done:N5}。[一方]{いっぽう:on the other hand:N4}、[昇格]{しょうかく:promotion:N2}は[等級]{とうきゅう:grade:N1}そのものが[上がる]{あがる:rises:N5}ことで、[たとえば]{たとえば:for example}「[一般]{いっぱん:general:N2}[社員]{しゃいん:employee:N4}」から「[主任]{しゅにん:chief:N3}」「[係長]{かかりちょう:section chief:N3}」「[課長]{かちょう:manager:N2}」へと[役職]{やくしょく:position:N3}が[上がる]{あがる:rises:N5}ことを[意味]{いみ:means:N4}します。[昇格]{しょうかく:promotion:N2}は[毎年]{まいねん:every year:N5}[起こる]{おこる:occur:N4}ものではなく、[昇格]{しょうかく:promotion:N2}[試験]{しけん:exam:N4}や[役員]{やくいん:executive:N3}[面接]{めんせつ:interview:N2}を[経て]{へて:going through:N3}[決定]{けってい:decided:N3}される[企業]{きぎょう:company:N1}が[多い]{おおい:many:N4}です。[昇格]{しょうかく:promotion:N2}には[業績]{ぎょうせき:performance:N2}だけでなく、[在籍]{ざいせき:tenure:N2}[年数]{ねんすう:years:N3}や[年齢]{ねんれい:age:N2}が[影響]{えいきょう:influence:N1}する[企業]{きぎょう:company:N1}も[依然]{いぜん:still:N2}[多い]{おおい:many:N4}です。\n\n#en\nShoukyuu (salary increase) and shoukaku (promotion) are often confused, but they are completely different concepts. Shoukyuu refers to the base salary rising within the same grade. With many companies, getting a B evaluation or above each year leads to a fixed-range salary increase. On the other hand, shoukaku means the grade itself rises — for example, the position rises from \"general employee\" to \"chief,\" \"section chief,\" or \"manager.\" Shoukaku does not occur every year; many companies decide it after a promotion exam or executive interview. At still many companies, shoukaku is influenced not only by performance but also by years of tenure and age.\n::\n\n::heading\n[等級]{とうきゅう:grade:N1}[制度]{せいど:system:N3}の[概要]{がいよう:overview:N1}\n\n#en\nOverview of the Grade System\n::\n\n::para\n[多くの]{おおくの:many:N4}[日本]{にほん:Japan:N5}[企業]{きぎょう:company:N1}は[等級]{とうきゅう:grade:N1}[制度]{せいど:system:N3}と[呼ばれる]{よばれる:called:N3}[階層]{かいそう:hierarchical:N2}[構造]{こうぞう:structure:N2}を[持って]{もって:to have:N4}います。[たとえば]{たとえば:for example}「[G1]{じーわん:G1}〜[G7]{じーせぶん:G7}」のような[グレード]{ぐれーど:grade}や、「[一般]{いっぱん:general:N2} → [主任]{しゅにん:chief:N3} → [係長]{かかりちょう:section chief:N3} → [課長]{かちょう:manager:N2} → [部長]{ぶちょう:department head:N3} → [本部長]{ほんぶちょう:division head:N3} → [役員]{やくいん:executive:N3}」という[役職]{やくしょく:position:N3}[階層]{かいそう:hierarchy:N2}です。[等級]{とうきゅう:grade:N1}[ごと]{ごと:each}に[期待]{きたい:expected:N3}される[役割]{やくわり:role:N3}と[行動]{こうどう:behavior:N4}[基準]{きじゅん:criteria:N1}が[定められて]{さだめられて:defined:N3}いて、[これを]{これを:this}[ジョブ]{じょぶ:job}[ディスクリプション]{でぃすくりぷしょん:description}や[等級]{とうきゅう:grade:N1}[要件]{ようけん:requirements:N3}と[呼びます]{よびます:called:N3}。[評価]{ひょうか:evaluation:N1}は[現在]{げんざい:current:N3}の[等級]{とうきゅう:grade:N1}の[要件]{ようけん:requirements:N3}に[照らして]{てらして:against:N2}[行われる]{おこなわれる:conducted:N5}ため、[同じ]{おなじ:same:N4}[成果]{せいか:result:N3}を[出して]{だして:to produce:N5}も[等級]{とうきゅう:grade:N1}が[上]{うえ:higher:N5}の[人]{ひと:person:N5}には[厳しく]{きびしく:strictly:N1}[評価]{ひょうか:evaluated:N1}される[傾向]{けいこう:tendency:N2}が[あります]{あります:exists}。[昇格]{しょうかく:promotion:N2}を[目指す]{めざす:to aim for:N3}[際]{さい:when:N3}は、[次]{つぎ:next:N3}の[等級]{とうきゅう:grade:N1}で[求められる]{もとめられる:required:N3}[役割]{やくわり:role:N3}を[現等級]{げんとうきゅう:current grade:N1}の[うちに]{うちに:while in}[既]{すで:already:N1}に[果たして]{はたして:fulfill:N3}いることを[示す]{しめす:to show:N3}[必要]{ひつよう:necessary:N3}が[あります]{あります:there is}。\n\n#en\nMany Japanese companies have a hierarchical structure called the grade system. For example, grades like \"G1 to G7\" or a position hierarchy: \"general → chief → section chief → manager → department head → division head → executive.\" Each grade has defined expected roles and behavior criteria, called the job description or grade requirements. Because evaluation is conducted against the requirements of the current grade, even with the same result, those at higher grades tend to be evaluated more strictly. When aiming for promotion, you need to show that you are already fulfilling the role required at the next grade while in your current grade.\n::\n\n::heading\n[フィードバック]{ふぃーどばっく:feedback}を[受ける]{うける:to receive:N3}[姿勢]{しせい:attitude:N1}\n\n#en\nThe Attitude for Receiving Feedback\n::\n\n::para\n[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}では[上司]{じょうし:manager:N1}から[フィードバック]{ふぃーどばっく:feedback}を[受けます]{うけます:receive:N3}。[ポジティブ]{ぽじてぃぶ:positive}な[フィードバック]{ふぃーどばっく:feedback}には「[ありがとうございます]{ありがとうございます:thank you}。[次]{つぎ:next:N3}は[さらに]{さらに:further}〜を[目指します]{めざします:aim for:N3}」と[感謝]{かんしゃ:gratitude:N1}と[次]{つぎ:next:N3}の[目標]{もくひょう:goal:N1}を[セット]{せっと:set}で[返す]{かえす:to return:N3}と[好印象]{こういんしょう:good impression:N2}です。[ネガティブ]{ねがてぃぶ:negative}な[フィードバック]{ふぃーどばっく:feedback}に[対して]{たいして:towards:N3}は[感情的]{かんじょうてき:emotionally:N3}に[反論]{はんろん:rebut:N3}せず、まず「[ご]{ご:honorific}[指摘]{してき:point:N1}ありがとうございます。[具体的]{ぐたいてき:specifically:N3}にはどのような[場面]{ばめん:scene:N3}でしょうか」と[事実]{じじつ:facts:N3}[確認]{かくにん:confirm:N3}を[行います]{おこないます:conduct:N5}。[内容]{ないよう:content:N3}を[理解]{りかい:understand:N3}した[上で]{うえで:after:N5}「[次]{つぎ:next:N3}[期]{き:period:N3}は[改善]{かいぜん:improve:N1}に[努め]{つとめ:strive:N3}ます。[具体的]{ぐたいてき:specifically:N3}には[X]{えっくす:X}と[Y]{わい:Y}を[実施]{じっし:implement:N1}します」と[改善]{かいぜん:improvement:N1}[案]{あん:proposal:N1}を[提示]{ていじ:present:N1}するのが[望ましい]{のぞましい:desirable:N3}[対応]{たいおう:response:N1}です。[感情的]{かんじょうてき:emotionally:N3}に[泣く]{なく:to cry:N1}・[反論]{はんろん:rebut:N3}する[態度]{たいど:attitude:N1}は[次回]{じかい:next time:N3}の[評価]{ひょうか:evaluation:N1}にも[悪影響]{あくえいきょう:negative impact:N1}を[与え]{あたえ:give:N3}ます。\n\n#en\nAt the evaluation interview you receive feedback from your manager. To positive feedback, returning \"thank you, next I aim for ~\" — pairing gratitude with the next goal — gives a good impression. To negative feedback, do not rebut emotionally; first confirm facts: \"Thank you for the point. Specifically, in what scene?\" After understanding, presenting an improvement proposal is the desirable response: \"I will strive for improvement next period — specifically I will implement X and Y.\" An attitude of crying or rebutting emotionally has a negative impact on the next evaluation as well.\n::\n\n::heading\n[評価]{ひょうか:evaluation:N1}に[納得]{なっとく:agree:N1}できない[時]{とき:when:N5}\n\n#en\nWhen You Cannot Accept the Evaluation\n::\n\n::para\n[評価]{ひょうか:evaluation:N1}[結果]{けっか:result:N1}に[どうしても]{どうしても:no matter what}[納得]{なっとく:accept:N1}できない[場合]{ばあい:case:N3}、[多くの]{おおくの:many:N4}[企業]{きぎょう:company:N1}には[異議]{いぎ:objection:N1}[申し立て]{もうしたて:filing:N3}[制度]{せいど:system:N3}（または[再]{さい:re-:N2}[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}）が[あります]{あります:there is}。[手順]{てじゅん:procedure:N2}は[一般]{いっぱん:typically:N2}に、まず[直属]{ちょくぞく:direct:N1}の[上司]{じょうし:supervisor:N1}に[再度]{さいど:again:N2}[説明]{せつめい:explanation:N3}を[求める]{もとめる:request:N3}、[次に]{つぎに:next:N3}[2]{に:two}[次]{じ:level:N3}[評価]{ひょうか:evaluator:N1}[者]{しゃ:person:N4}（[部長]{ぶちょう:department head:N3}や[本部長]{ほんぶちょう:division head:N3}）に[相談]{そうだん:consult:N3}する、[最後]{さいご:finally:N3}に[人事]{じんじ:HR:N4}[部]{ぶ:department:N3}に[相談]{そうだん:consult:N3}するという[流れ]{ながれ:flow:N3}です。[感情的]{かんじょうてき:emotional:N3}にならず、[具体的]{ぐたいてき:specific:N3}な[事実]{じじつ:facts:N3}と[数字]{すうじ:numbers:N3}を[示して]{しめして:to show:N3}[論理的]{ろんりてき:logically:N3}に[主張]{しゅちょう:assert:N1}することが[肝心]{かんじん:essential:N1}です。[ただし]{ただし:however}、[評価]{ひょうか:evaluation:N1}が[覆る]{くつがえる:to be overturned:N1}[ケース]{けーす:case}は[極めて]{きわめて:extremely:N2}[少なく]{すくなく:few:N4}、[長期的]{ちょうきてき:long-term:N3}に[上司]{じょうし:supervisor:N1}との[関係]{かんけい:relationship:N3}を[損なう]{そこなう:to damage:N2}リスクも[あるため]{あるため:because there is}、[慎重]{しんちょう:cautiously:N1}に[判断]{はんだん:judge:N3}しましょう。\n\n#en\nWhen you cannot accept the evaluation result, many companies have an objection-filing system (or re-evaluation interview). The procedure is typically: first request explanation again from the direct supervisor, then consult the secondary evaluator (department head or division head), and finally consult HR. It is essential not to become emotional but to assert logically with specific facts and numbers. However, cases where evaluations are overturned are extremely few, and there is a risk of damaging the long-term relationship with your supervisor — so judge cautiously.\n::\n\n::callout\n[まとめ]{まとめ:summary}：[評価]{ひょうか:evaluation:N1}[面談]{めんだん:interview:N3}は[業績]{ぎょうせき:performance:N2}と[行動]{こうどう:behavior:N4}の[2]{に:two}[軸]{じく:axes:N1}・[MBO]{えむびーおー:MBO}の[達成度]{たっせいど:achievement:N3}・[等級]{とうきゅう:grade:N1}[要件]{ようけん:requirements:N3}を[念頭]{ねんとう:in mind:N3}に[準備]{じゅんび:prepare:N2}する。[自己評価]{じこひょうか:self-evaluation:N1}は[STAR]{すたー:STAR}と[数字]{すうじ:numbers:N3}で。[フィードバック]{ふぃーどばっく:feedback}は[感謝]{かんしゃ:gratitude:N1}＋[改善]{かいぜん:improvement:N1}[案]{あん:proposal:N1}で[返す]{かえす:to return:N3}のが[基本]{きほん:basic:N1}です。\n\n#en\nSUMMARY: Prepare for the evaluation interview with the two axes (performance and behavior), MBO achievement, and grade requirements in mind. Self-evaluation uses STAR and numbers. Returning feedback with gratitude + improvement proposal is the basic.\n::\n"]