Performance Review

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What a performance review is and its purpose

A performance review is a regular, structured discussion between an employee and their manager that looks back at performance over a period and looks forward to goals and development. It is usually documented so both sides have a shared record.

Its purpose is to align expectations, recognise good work and support growth. For the employer it keeps performance and objectives connected; for the employee it gives clear feedback, a chance to discuss progress and a say in their own development plan.

When a performance review is used

• At regular intervals such as annual or half-yearly review cycles.
• At the close of a project to reflect on what was delivered.
• When setting or refreshing objectives for the period ahead.
• When discussing development, training or career progression.
• When recognising strong contribution or addressing a performance concern.
• When an employee or manager wants a structured checkpoint on progress.

Elements a well-formed performance review includes

• The employee’s name, role and the period the review covers.
• The objectives or expectations agreed for that period.
• An assessment of progress against each objective, with examples.
• Recognition of strengths and contributions.
• Areas for development and any support or training discussed.
• New or updated objectives for the next period.
• The employee’s own reflections and comments.
• Acknowledgement or sign-off from both the employee and the reviewer.

Common mistakes

• Reviewing against objectives that were never clearly agreed.
• Focusing only on recent events rather than the whole period.
• Giving feedback without concrete examples to back it up.
• Making it one-way, with no space for the employee to respond.
• Treating the review as a formality and skipping any follow-up.
• Conflating the development conversation with unrelated disciplinary matters.

Best practices

• Agree clear objectives at the start of the period so there is a fair basis to review.
• Gather examples from across the whole period, not just the last few weeks.
• Make it a two-way conversation with genuine room for the employee’s view.
• Balance recognition with honest, specific areas for development.
• Record the review and share it as a PDF so both parties keep the same version.
• Set clear next steps and revisit them before the next review.