Frequently Asked Questions About Performance Reviews

Performance reviews involve everyone. Whether you’re receiving one, giving one, or both—this FAQ is designed to help. I’ve structured most answers in two parts: one for individual contributors (those not managing others) and one for people managers (those conducting reviews, many of whom also receive them). Use the guidance that best fits your role.

What Are Performance Reviews?

What is a performance review?

For Individual Contributors
A performance review is a structured conversation with your manager about your recent work, strengths, areas for growth, and future goals. It’s a chance to reflect, receive feedback, and align your efforts with team and organizational priorities.

For People Managers
A performance review is a key touchpoint to evaluate progress, offer feedback, and align expectations. Done well, it reinforces trust, clarifies development areas, and motivates growth. It’s also an opportunity to recognize contributions and course-correct where needed.

What is the purpose of a performance review?

For Individual Contributors
It helps you understand how your work is viewed, what you’re doing well, and where you can improve. It’s also a chance to share your perspective, highlight your accomplishments, and discuss your career path.

For People Managers
The purpose is to guide, develop, and support your team members. Reviews create accountability, open up honest dialogue, and enable you to align talent with business goals. They also help inform compensation, promotions, and training decisions.

How have performance reviews evolved in modern workplaces?

For Individual Contributors
Many companies are moving away from once-a-year reviews toward more regular check-ins and real-time feedback. This shift means you may get more frequent insights that are easier to act on.

For People Managers
Modern reviews are less about ranking and more about development. Continuous performance management and coaching-style conversations are replacing rigid annual reviews in many organizations.

What are the different types of performance reviews?

For Individual Contributors
You may encounter self-assessments, peer reviews, 360-degree feedback, or manager-led reviews. Each offers a different angle on your performance.

For People Managers
You may lead traditional manager reviews, or facilitate 360° reviews, upward feedback, or calibration sessions. Choose the format that best aligns with your team culture and development goals.

When & How Often Should Reviews Happen?

How often should performance reviews be conducted?

For Individual Contributors
At a minimum, expect an annual review. Ideally, you’ll have quarterly or biannual check-ins as well. If your organization supports continuous feedback, you might receive smaller updates more frequently.

For People Managers
Best practice is at least one formal annual review with consistent, informal feedback throughout the year. Consider quarterly touchpoints that allow for agile goal setting and continuous alignment.

What’s the ideal cadence: annual, bi‑annual, or continuous?

For Individual Contributors
Frequent feedback is more actionable and less intimidating. Ask your manager for regular check-ins, even if your company only does annual reviews.

For People Managers
A quarterly cadence with monthly informal feedback strikes a good balance. Annual-only reviews often lead to surprise or disengagement. Continuous performance models help with retention and clarity.

What’s the best time of year to do reviews?

For Individual Contributors
Many companies align reviews with the fiscal or calendar year. Ask your manager about the schedule so you can prepare in advance.

For People Managers
Time reviews to avoid year-end burnout and budget stress. Mid-year or early Q4 reviews give time to adjust before new goals kick in.

Why have organizations moved from annual to ongoing feedback?

For Individual Contributors
Frequent feedback means less guesswork and more chances to grow. It helps you stay on track and feel seen more often.

For People Managers
Ongoing feedback fosters a culture of learning and reduces the pressure of one big annual conversation. It also allows for more dynamic performance management.

Preparing for a Performance Review

How should individual contributors prepare for a performance review?

For Individual Contributors

• Reflect on your key accomplishments and challenges over the review period.
• Gather evidence: emails, metrics, or project outcomes that support your impact.
• Review previous feedback and note what you’ve done to act on it.
• Write down career goals, stretch opportunities, and areas you want to grow in.
• Prepare a few questions for your manager (e.g., “What’s one thing I could do more of?”).

For People Managers
If you’re also receiving a review, follow the above steps. Reflect not only on your performance but also on how you’ve supported your team’s growth and alignment with organizational goals.

What are SMART goals, and how do I use them in performance reviews?

For Individual Contributors
SMART goals help you set clear, actionable objectives. Each goal should be:

• Specific – What exactly are you attempting to accomplish?
• Measurable – What metric will tell you it’s done?
• Achievable – Is this realistic based on your resources and role?
• Relevant – Does this align with your team or company priorities?
• Time-bound – What’s the deadline?

Example:

Vague: “Improve communication”
SMART: “Lead the Q3 project kickoff meeting and send weekly team summaries to stakeholders by each Friday through September.”

Using SMART goals makes your performance easier to track and gives your manager confidence in your planning and follow-through.

For People Managers
When reviewing or helping employees set goals, check that each goal meets the SMART criteria. For example:

Instead of: “Get better at customer support”
Use: “Respond to all Tier 2 support tickets within 24 hours for the next 8 weeks, aiming for a 95% satisfaction score.”

SMART goals support fairer evaluations and help prevent goalpost-shifting during performance reviews.

How should people managers prepare to give a performance review?

• Review the employee’s goals, outcomes, past feedback, and recent work.
• Gather input from collaborators (if applicable) for a well-rounded view.
• Identify specific examples to support both praise and developmental points.
• Anticipate sensitive topics and prepare how you’ll navigate them with care.
• Create a structure: start with recognition, then growth areas, then forward-looking goals.
• Consider using a feedback framework, such as SBI™, SBII, R-SBI-R, STAR, Pendleton, or EEC, among others. Explore a full list of feedback models here.

What belongs in a self-evaluation?

For Individual Contributors

• Start with achievements—quantify where possible.
• Note any goals that weren’t met and what you learned.
• Reflect on collaboration, adaptability, and initiative.
• Be honest, specific, and forward-looking.
• Use bullet points for clarity and impact.

For People Managers
If completing one for your own review, use the same guidance above. Consider how your leadership influenced outcomes—team performance, morale, retention, and capability building.

What kind of goals should I set before my performance review?

For Individual Contributors
Set 2–3 SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound). Mix performance goals (e.g., increase client satisfaction scores) with development goals (e.g., improve presentation skills).

For People Managers
Set goals tied to both business results and team development. Example: “Reduce onboarding time for new hires by 25%,” or “Hold monthly 1:1s with every direct report.”

What documents or data should I gather before the review?

For Individual Contributors

• Your self-evaluation (if required)
• Performance metrics (e.g., KPIs, sales numbers)
• Feedback you’ve received (emails, project retrospectives)
• A list of accomplishments

For People Managers

• Your notes and performance records
• Peer or client feedback
• Last review outcomes/goals
• Any HR-required forms or documentation

Questions to Ask During the Review

What questions should individual contributors ask during a performance review?

Ask thoughtful questions that clarify expectations, support your growth, and show initiative. Examples include:

• “What’s one thing I’ve done this year that had the most impact?”
• “What’s one skill I should focus on developing next?”
• “How am I viewed by cross-functional partners or leadership?”
• “Where do you see my next growth opportunity within the team or organization?”
• “What would excellence look like for me over the next 6–12 months?”

These questions show self-awareness and make it easier for your manager to give more specific, impactful feedback.

What questions should people managers ask their direct reports?

Ask open-ended, development-focused questions to understand how your direct report is experiencing their work and where they need support. For example:

• “What accomplishment are you most proud of this cycle?”
• “Where did you feel most challenged, and what did you learn from it?”
• “What’s one area you’d like more support or coaching in?”
• “What motivates you right now in your role?”
• “Is there anything I can do differently to help you succeed?”

These questions invite honest dialogue and uncover valuable insight.

How can people managers ask behaviorally focused questions?

Use behavior-based questions that focus on specific actions and outcomes, not general traits. For example:

Instead of: “Are you a team player?”

Try: “Can you walk me through a recent time you collaborated across teams, and what the result was?”

Instead of: “Do you handle pressure well?”

Try: “Tell me about a time when you had to manage multiple deadlines—how did you prioritize?”

This helps eliminate bias and makes evaluations more objective.

How should a 360-degree review be structured for rich insights?

For Individual Contributors
If you’re part of a 360-degree process, you may be asked to review peers or receive feedback from teammates, cross-functional collaborators, and possibly direct reports (if you’re a people manager). Be open to a variety of perspectives and look for recurring themes.

For People Managers

Structure the process with:

• Clear goals (e.g., development vs evaluation)
• Confidentiality and anonymity where appropriate
• Balanced input (peers, manager, direct reports, etc.)
• A framework for analyzing patterns across feedback
• Ensure contributors understand the purpose and how their feedback will be used.

People managers: Below are two academic papers you may find helpful in different ways:

1. Although this paper in the Academy of Management Executive is over 25 years old, it captures many challenges that can arise with 360s (and shares a few tips to mitigate them).

2. Although the sample size is small, this 2024 paper in the International Journal of Organizational Analysis shows a positive link between 360-degree feedback appraisals and innovative behavior. If you are going to use a 360, the authors state:

“Managers aiming to foster an innovative culture should meticulously craft a 360-degree evaluation system that recognizes and incentivizes both concrete and intangible manifestations of innovation.”

Giving & Receiving Feedback

How should individual contributors respond to constructive feedback?

Receiving feedback well is a skill. In the moment, aim to:

• Listen actively – Avoid interrupting or defending.
• Clarify – Ask follow-up questions like “Can you give an example?” or “What would improvement look like?”
• Acknowledge – If the feedback causes gratitude to arise in you, share that.
• Reflect – Take time to process. You don’t need to respond immediately with agreement or a plan.
• Act – Follow up later to share what you plan to do with the feedback.

Consider pairing this with the 4As of receiving feedback. These processes can help build trust and show maturity.

How should people managers deliver constructive feedback?

Use a structured approach to ensure clarity, safety, and impact. Although there are many feedback frameworks, one effective and common model is SBI™ (Situation–Behavior–Impact):

• Situation – “In last week’s client meeting…”
• Behavior – “…you interrupted the client several times…”
• Impact – “…which made it difficult to fully understand their concerns.”

Other tips:

• Balance positive and developmental feedback.
• Focus on behavior, not personality.
• Invite conversation: “How do you see it?”
• Allow time for processing.

What if the feedback feels unfair or inaccurate?

For Individual Contributors
Stay calm. Ask for clarification and examples. You might say:

• “Can you help me understand how you came to that conclusion?”
• “Have there been other situations where this came up?”

Then, reflect privately and with a trusted peer before responding further. If the concern persists, consider requesting a follow-up meeting to share your perspective.

For People Managers
If you’re the one receiving difficult feedback, avoid rushing to defend. Seek to understand the perception and ask for suggestions. If giving feedback and it’s challenged, acknowledge their view and offer examples—but don’t escalate defensiveness. Aim for mutual clarity, not a win.

How can I give positive feedback in a performance review?

For Individual Contributors
You can offer upward feedback (ideally you are invited to do so) like: “One thing that’s really helped me grow this year is your openness to ideas. You seeking my input has allowed me to feel more comfortable and confident when sharing it.”

Just keep it specific, kind, and constructive.

For People Managers
Praise should be specific, sincere, and strategic. Use phrases like:

• “Your attention to detail on the Q2 report helped us avoid costly errors.”
• “I’ve noticed you taking more initiative in team meetings—keep that up.”
• “You’ve made a real impact on onboarding the new hires.”

Avoid vague praise like “great job”—explain why it mattered. For more on the power of positive feedback, see the opening of this video:

How can I tell if feedback is being taken seriously?

For Individual Contributors
Look for follow-through—did your manager help adjust your goals or support your development requests? If not, ask: “What are next steps we can take based on this conversation?”

For People Managers
Look for behavioral changes, questions for clarification, or follow-up discussions. If the feedback doesn’t stick, consider whether your message was clear, timely, and actionable—or whether further coaching is needed.

After the Review: Take Action

What should I do immediately after a performance review?

For Individual Contributors

• Summarize the key points you heard—both strengths and growth areas.
• Send a brief follow-up email thanking your manager (if it feels right to do so) and confirming next steps or development goals.
• Reflect on what resonated and what felt unclear or challenging.
• Decide what to act on now vs. what to revisit later.
• Schedule check-ins to stay accountable for any agreed-upon goals.
• This shows professionalism and keeps momentum going.

For People Managers

• Document key takeaways and agreed-upon goals.
• Follow up with a written summary to your team member for alignment.
• Log feedback in your performance management system (if applicable).
• Ensure support is in place—like resources, mentorship, or skill-building opportunities.
• Schedule a follow-up to monitor progress and continue the conversation.

How can I create a development plan after a review?

For Individual Contributors

• Start with 1–2 SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound).
• Ask your manager for training, stretch assignments, or mentorship to support your growth.
• Consider both performance goals (e.g., improve response time by 20%) and career goals (e.g., learn stakeholder management).

For People Managers

• Co-create goals with your direct report using the SMART framework.
• Tie each goal to a business outcome or capability gap.
• Identify what you need to do to support the plan (e.g., connect them with a project lead, provide budget for training, etc.).

What if I disagree with part of my review?

For Individual Contributors

• Start by asking for clarification and examples (e.g., “Can you help me understand where that feedback came from?”).
• If needed, gather counterexamples or supporting feedback from others to discuss respectfully.
• Avoid reacting defensively—aim to understand before trying to persuade.
• If disagreement persists, you might request a follow-up conversation or involve HR as a neutral party.

For People Managers

• If you received feedback you disagree with, take time to reflect. Sometimes there’s a gap between intent and impact.
• If your direct report disagrees with your feedback, listen and consider their viewpoint. Offer clear examples and invite a shared action plan.
• Keep the tone constructive. Feedback is a conversation, not a verdict.

How do I track progress after a review?

For Individual Contributors

Use a simple document or tool (Notion, Trello, Google Docs) to log:

• Your goals
• Action steps
• Milestones and check-ins
• Share updates with your manager during regular 1:1s.
• Revisit the feedback periodically to ensure you’re staying aligned.

For People Managers

• Schedule follow-ups to revisit goals (e.g., 30/60/90-day check-ins).
• Track team member progress in your performance system or manager notes.
• Reinforce growth by recognizing wins and adjusting support where needed.

Common Mistakes & How to Avoid Them

What are the most common mistakes in performance reviews?

For Individual Contributors

• Not preparing—showing up without examples of your accomplishments weakens your case.
• Getting defensive—resisting feedback without reflection can damage relationships.
• Not asking questions—missing the chance to clarify or show initiative.
• Ignoring the review afterward—failing to act on feedback can stall your growth (for more on this topic, watch How to Use Feedback)
• Assuming your manager sees everything—managers have blind spots; you must advocate for your work.

For People Managers

• Waiting until review time to give feedback—this makes feedback feel abrupt or punitive.
• Being vague—general comments like “do better” confuse more than help.
• Focusing only on recent events (recency bias)—you miss the full performance picture.
• Making it one-way—reviews should be conversations, not lectures.
• Failing to check in—even great reviews lose impact without accountability.

Why is vague feedback harmful?

For Individual Contributors
If you hear feedback like “you need to improve communication,” ask: “Can you share a recent example or suggest how I might communicate more effectively?” Vague feedback leaves you guessing, which can lead to confusion, stress, or misalignment.

For People Managers
Vagueness leads to misinterpretation and missed opportunities for growth. Use frameworks like SBII or BOOST to ensure clarity.

How can people managers avoid bias in performance reviews?

For Individual Contributors
You may be affected by bias (e.g., gender, race), even unconsciously. If you suspect it, document concerns and consider involving HR if needed.

For People Managers
Use structured tools and frameworks to reduce bias:

• Prepare in advance using performance data over time—not just memory.
• Use behavior-based language instead of personality judgments.
• Watch for patterns in how you describe different employees.
• Calibrate with other reviewers to ensure fairness across teams.
• Educate yourself on common biases like recency bias, confirmation bias, and narrative fallacy.
• Consider using feedback bias prevention tools like Textio

What should not go into a performance review?

For Individual Contributors
You shouldn’t be surprised by completely new criticism. If something is raised that you’ve never heard before, respectfully ask when it occurred and why it wasn’t addressed earlier.

For People Managers
Avoid:

• Surprises – Feedback should be discussed before the formal review.
• Personal criticism – Focus on behavior, not identity or personality.
• Bias-laden language – Terms like “aggressive” or “emotional” can carry hidden biases.
• Non-specific feedback – Comments like “needs improvement” with no context are unhelpful.
• No clear follow-up – A review without next steps loses all power.

Linking Reviews to Compensation & Promotions

Should performance reviews determine raises and promotions?

For Individual Contributors
Often—but not always. Performance reviews can influence raises or promotions, but they may also be shaped by budget constraints, market data, or role availability. If you’re unclear, it’s okay to ask:

“Is compensation or career advancement tied to this review, or is that handled separately?”

Knowing how your organization approaches this helps set realistic expectations.

For People Managers
Be transparent about what your review can and cannot influence. If pay or promotion decisions are separate from the review, say so. If they’re linked, ensure your evaluations are grounded in objective data and equity. Be ready to explain how ratings or outcomes connect to pay decisions.

How can individual contributors prepare to ask for a raise or promotion?

• Come prepared with evidence of sustained high performance, including metrics, project outcomes, or praise from colleagues.
• Understand your org’s process—raises and promotions may follow fixed cycles.
• Be proactive—don’t wait until a review. You might say: “I’d like to talk about what it would take for me to be considered for a promotion. Could we map out a plan together?”
• Frame the conversation around growth and impact—not just tenure.

How should people managers respond to compensation or promotion requests?

If you can make or recommend these decisions, tie them to evidence—performance, business need, skill level, etc. If not, guide the employee through the appropriate process and help them prepare. Avoid vague promises. Instead, say something like:

• “Here’s what I’ll need to advocate on your behalf”
• “Let’s align on a development path toward that goal.”

Make sure your approach is equitable across team members.

What is a good raise percentage?

For Individual Contributors
It depends on industry, geography, and company policy. In the U.S., typical merit increases range from 3–5%, but high performers or promotions may receive more. Research market benchmarks for your role and be prepared to advocate for yourself respectfully.

For People Managers
Check with HR for your organization’s salary guidelines. Be clear about whether you’re recommending a merit increase, market adjustment, or promotion-based raise. Document your rationale and calibrate with other managers to ensure fairness.

Trends & Alternatives

Are traditional performance reviews outdated?

For Individual Contributors
Not entirely—but they are changing. Many companies now emphasize ongoing conversations over once-a-year evaluations. You might still have a formal review, but expect more regular check-ins, feedback, and coaching throughout the year.

For People Managers
Yes—if reviews are isolated, top-down, or surprise-filled, they’re losing relevance. Forward-thinking orgs are shifting to continuous performance management: frequent, focused feedback that supports real-time growth. Still, structured reviews have a place when done well and paired with ongoing dialogue.

What is continuous performance management?

For Individual Contributors
It’s the idea that performance conversations happen regularly—not just at review time. You might have monthly or quarterly check-ins, short feedback loops, and real-time goal updates. It’s meant to reduce anxiety and improve clarity.

For People Managers
It’s a shift from evaluation to development. Instead of judging past performance once a year, you help guide progress continuously. This requires intentional 1:1s, feedback moments, and dynamic goal setting. It can drive engagement and adaptability.

How does remote or hybrid work impact performance reviews?

Not according to the research. This article in Nature, titled Hybrid working from home improves retention without damaging performance, put it like this:

“…we found no evidence of a significant effect on employees’ performance reviews… and no evidence of a difference in promotion rates over periods of up to two years.”

However, remote and hybrid environments can change a few dynamics that are worth keeping in mind.

For Individual Contributors
Remote work can limit visibility—your manager might not see your contributions unless you share them. Be proactive:

• Document your achievements
• Highlight collaboration
• Ask for feedback regularly
• Also, request clarity on how expectations or evaluation criteria may have shifted in your distributed team.

For People Managers
You must be more intentional. In a remote environment:

• Bias toward visibility can lead to unfair assessments
• Communication gaps may blur expectations
• Feedback may feel less natural
• Use consistent check-ins, written performance notes, and clear metrics. Ask: “What might I be missing because we’re not in the same space?”

What role does AI and emerging technology play in modern performance reviews?

For Individual Contributors
You may interact with tools like AI-based feedback platforms, self-evaluation forms, or goal-tracking software. These can help make the process smoother and more transparent—but they don’t replace human conversations.

For People Managers
Modern performance management tools can:

• Standardize evaluation criteria
• Track goals over time
• Gather 360° feedback
• Identify trends or bias (one tool, Textio, can flag bias in your written performance reviews)

Still, don’t let tools depersonalize the experience. Use them to support, not substitute, meaningful dialogue.

Templates, Tools & Resources

What should a simple performance review cycle look like?

For Individual Contributors
Here’s a typical annual review cycle:

• Goal setting – Align with your manager early in the year.
• Ongoing check-ins – Use 1:1s to share progress and get feedback.
• Mid-year review (optional) – A chance to course-correct.
• Self-evaluation – Reflect on accomplishments and growth.
• Manager evaluation – Your manager shares observations and ratings.
• Review conversation – Two-way discussion, goal updates, and next steps.

For People Managers
Follow the same cycle but layer in:

• Documentation throughout the year (notes from 1:1s, project milestones)
• Calibration with other managers (to ensure fairness across teams)
• Follow-through with support plans, development resources, and tracked progress

What’s a helpful self-evaluation template?

For Individual Contributors
You can structure your self-evaluation like this:

• Key accomplishments (Include metrics if possible)
• Challenges faced & lessons learned
• Collaboration highlights (Cross-team efforts, communication)
• Areas for improvement
• Goals for the next cycle
• Bullet points are fine. Clarity > fluff.

For People Managers
If completing your own self-evaluation, use the same format—but include:

• Team leadership successes (retention, morale, development)
• Organizational impact (process improvements, efficiency gains)
• Strategic contributions

What tools can help track performance throughout the year?

For Individual Contributors

• Simple tools: Google Docs, Notion, or a personal Trello board
• Use categories like: “Wins,” “Feedback received,” “Lessons learned”
• Review this regularly to avoid scrambling at review time.

For People Managers

• Use your organization’s performance management software if available
• Maintain a document or spreadsheet for each team member, noting:
• Feedback given
• Achievements
• 1:1 discussion highlights
• Development goals

This makes year-end reviews faster and more accurate.

Is there a checklist I can use before and after a review?

For Individual Contributors
Before:

• Review your goals
• Reflect on what you’re proud of
• Identify growth areas
• Prepare questions
• Gather examples

After:

• Send a follow-up message
• Capture key feedback points
• Translate into 2–3 SMART goals
• Schedule check-ins for accountability

For People Managers
Before:

• Review documentation and goals
• Gather multi-source feedback
• Plan structure and tone of conversation
• Check for bias or vague comments
• Prepare next-step guidance

After:

• Summarize and send written recap
• Track follow-up goals
• Offer support/resources
• Schedule next feedback moment

What should I do if no tools or formal system exists?

For Individual Contributors
Be your own system. Track your work in a spreadsheet or journal. Ask for feedback periodically. Document what you learn and how you grow. Even informal tracking helps you speak confidently about your performance.

For People Managers
Build a lightweight system of your own. Even a shared doc per employee with goal tracking and feedback notes can go a long way. Consistency matters more than the tool.