How to prepare for a performance review conversation

Preparation is key to delivering helpful feedback during performance reviews. This Pyn teaches you exactly what to do before and during your conversation, and a script to use to set you and your direct report up for success. 

Performance reviews are an opportunity for you to reward and recognize your direct report’s performance. They can also be a time when you have tough conversations in order to manage their expectations or help them navigate through a period of poor performance. 

Before you can give thoughtful feedback in a performance review conversation, you should set aside at least an hour to look back on your report’s performance. Here are examples of what you could review:

• The 1-1 document you have been using. This will have examples of their goals, wins, frustrations, and challenges over time. Your 1-1 document helps you avoid recency bias by allowing you to look back over months instead of just the past few weeks.
• Review their progress against their goals. If you have a list of OKRs (objectives and key results), projects or quarterly goals, or career development goals your report has set, review those to see how your report has progressed. 
• Prepare positive and constructive feedback examples. It can be helpful to take notes before a conversation so that you have specific examples to bolster your main points.  Use the SBI Model (Situation, Behavior, Impact) to prepare objective examples that are about someone’s performance (not their personality). 
• Make sure your examples are about both results and behavior. Especially in situations where you are not co-located with your direct report, it’s tempting to focus solely on results because employee behavior can’t be seen and is difficult to evaluate. Be sure your feedback is a balance of both.
• Read your report’s self-review. Gathering feedback from your report adds another perspective and additional information you can use to evaluate their performance.

Whether the feedback is positive or constructive, anticipating what will be said in a performance review can be stressful for your report. We recommend sending the performance review 24 hours ahead of time and making sure your report knows the subject of the meeting is their performance review. This will maximize your meeting time and increase the chances your report enters feeling calm and prepared.

Here are sample email templates you can send to set up your meeting, including a template for if you expect there will be a discrepancy between your review and your report’s expectations.

How to structure the performance review conversation

Share the purpose of the conversation  

"Hi [Name] -  We will spend the next 45 minutes together on your performance review. If we need more time or if you have questions, we can set up another meeting in a few days. The purpose of this conversation is so I can provide you feedback that will help you grow not just in this role but in the future. I’m giving you this feedback because I have high expectations and I know that you can reach them."

The wording of this last sentence has been found to make feedback 40% more effective! 

Outline the expected flow of the conversation

"I’d like to spend half of our time reviewing the past six months and the rest focused on goals for the next quarter. Success for this conversation would be if we walked away on mutually decided goals and a clear understanding of what success looks like at your next review. 

How does that sound? As we talk, I’ll likely ask you a good amount of questions. The reason for this is that I would like to hear your opinions and ideas. Given this, where would you like to start? What questions do you have on your review?"

Explaining why you’re doing what you’re doing decreases your report’s uncertainty and anxiety because they know what to expect. 

Describe ~3 themes/patterns you observed

If you already shared your performance review feedback before the conversation, there is no need to rehash all the examples. It’s best to reiterate the themes or patterns you described, your expectations, and what can be done to improve.

• The first theme I included in your performance review that we should work on next quarter is …. {reiterate the theme/pattern you observed}.
• Where we’d want you to get to is … {describe desired behaviors}.
• How do you feel about me saying that and do you have any suggestions on how to develop yourself to get there?

If you haven’t shared the performance feedback in advance of your conversations, make sure you take the time to explain the behaviors related to each theme or pattern using the Situation, Behavior, Impact (SBI) model. 

1. Situation. Where and When. Describe the specific situation in which the behavior occurred.
2. Behavior. Describe the actual, observable behavior being discussed. Keep to the facts. Don’t insert opinions or judgments. Provide at least 2 examples. 
3. Impact. Describe the results of the behavior (the emotion that arises, the impact on deadlines, quality, morale, team and business goals, etc)

No matter where you start the conversation, be sure to set aside time to clearly articulate your employee’s strengths. Even a struggling employee has them. Ask them to describe their strengths as well.  Here are a few phrases you can use in your performance review.

• One thing I really appreciate about your work is… 
• One area you excel in is... 
• {This project} had a positive impact because... 
• I can see the contributions you’ve made throughout the year, especially in {X} which have been important to the team in reaching {link to outcomes of team or organization}. Thank you!

If things get tough, stay calm, and help your report feel heard. Actively listen to your report and resist the urge to match their defensiveness with your own. If someone becomes defensive, they will not be able to process what you are saying effectively. If this happens, take a minute to pause, then ask, “What I’m hearing you say is…, is that right? Tell me more about that.” Use empathetic statements such as, “It sounds like this is frustrating you.”

Focus on the future

After you have discussed their performance, both you and your report should be able to agree on how they would like to continue to grow.

"Your next review will be in X months. Next time we have this conversation, here’s what I expect. How does that sound to you? What would you add or change?"

Close with a summary of key points and what they can expect next. Offer additional time to follow up if there are more questions. 

If there are goals they need to work on to improve their performance, clarify what support they will need for this to be possible, including any feedback they have for you. Align on your next check-in date. Thank them for their time.