A performance review is an important opportunity for employees and managers to discuss the current work situation and guide it in the right direction. It gives the employee an opportunity to speak up, set goals for the future, and discuss their professional development.
A performance review has great potential to be structured in a way that benefits both leaders and employees. But how can you make the most of it? In this article, we share 10 practical tips that create value - for the employee, the manager, and the company as a whole.
5 tips for the employee
- Reflect on your goals and what drives your engagement in everyday work. What do you need in order to fully use your skills, and when do you most look forward to going to work? Consider your long-term career plans as well as your current situation.
- Understand the company’s strategy and goals. Think about how you can contribute in ways that align with them.
- Evaluate your skills. What’s expected of you in your role? What are your strengths, and where could you develop further?
- Prepare for the discussion points you will cover. This should primarily be a conversation where you, as the employee, get the chance to speak. Being well prepared increases the likelihood of communicating your key points effectively.
- Establish a solid framework for following up on your development. Define a few concrete actions with deadlines and responsibilities. This makes expectations clear and helps identify the resources you will need to reach your goals.
5 tips for the manager
- Schedule the review well in advance, ideally 1–2 weeks ahead. Be sure to share the discussion topics as well. This gives the employee time to prepare and reflect on what they want to bring up, what feels important, and how they view their future goals and development. Prepare in the same way for each employee.
- Hold the meeting in a neutral and undisturbed setting. Allow plenty of time in case the conversation runs longer than expected, and make sure to leave space for a summary at the end.
- Remember that the manager leads the conversation, but the focus is on the employee. Your main role is to listen actively and ask open-ended questions.
- Use the review to build a culture of feedback. If you manage to create an environment where giving praise is natural, it will lead to better results. Of course, that doesn’t mean you should wait until the review to show your appreciation, but use the review as an opportunity to reinforce it.
- Positive reinforcement is valuable, but everyday work will never be completely smooth. There will always be room for improvement, and most employees want to be involved in their own development. Employees deserve honesty, openness, and clarity about what you expect. Provide detailed information, and don’t be afraid to raise topics that may feel difficult.
