Performance Review Preparation
A practical reference for employees and reviewers preparing for a balanced review conversation.
Fictional example: Rowan, a project coordinator at the fictional Northstar Services, is preparing for a review. Use the same prompts for your role and work setting: start with agreed outcomes, choose specific evidence, consider relevant context, and bring questions for discussion.
This page supports preparation for the review transaction in your organization's performance app. It does not define career levels or submit or update a review. Prepare notes here, then use the performance app for the review transaction.
On this page
Recall outcomes
Start with what was agreed, then note what changed.
Look back at the goals, deliverables, or responsibilities discussed for the period. For each one, note the intended outcome and any change in priority, scope, or timing. Separate the original aim from work that became important later.
Rowan's example: Rowan's original goal was to coordinate an onboarding handoff for a planned project launch. When the project schedule shifted, the handoff was reorganized around the revised launch sequence. Rowan records both the original goal and the revised work, rather than treating the change as if the original plan never existed.
If an outcome was not completed, record what remained unfinished and what changed during the period. The conversation can then explore the reasons and next steps without assuming a conclusion.
Select evidence
Use examples that can be described and checked; state their scope and limits.
| Outcome or contribution | Observable evidence | Period or scope | What it does not establish |
|---|---|---|---|
| Coordinate an onboarding handoff | A handoff document was completed and shared with the project group. | For the revised launch sequence during the review period. | By itself, this does not show that every team's onboarding improved. |
| Respond to a changed project schedule | The handoff sequence was reorganized after the launch schedule changed. | The work affected by that schedule change. | This does not establish the full effect of the change or assign responsibility for it. |
Consider context
Explain conditions that shaped the work without using them as proof or blame.
Consider changes in priorities, dependencies, workload, and opportunities to contribute. Include only context that helps explain the work. Distinguish what you observed from what you infer, and leave room for the other person to add information.
Rowan's example: A supporting input arrived after the date Rowan had planned around. Rowan can say, “The handoff sequence changed after the supporting input arrived later than expected. I reorganized the remaining steps around the revised schedule. I’d like to discuss what we could coordinate differently next time.” This identifies a relevant dependency without treating it as proof of performance or assigning blame.
Prepare for common questions
Use specific examples and keep the conversation open where evidence or perspectives differ.
What if I have limited evidence?
Use the clearest examples you do have, describe their period and scope, and name what you cannot conclude from them. Ask the other person what additional context or evidence would help.
How should I discuss an outcome I missed?
State the intended outcome, what was completed or remained unfinished, and any relevant changes or dependencies. Ask what can be learned and what should be prioritized next, rather than presenting an explanation as a verdict.
What if the employee and reviewer remember events differently?
Describe the specific example and the source of each perspective. Ask what information may be missing and agree which facts need clarification. A difference in perspective is a topic to discuss, not evidence by itself that either account is correct.
Prepare questions
Bring questions that turn reflection into a clear discussion.
- Which contribution or outcome should I continue building on, and why?
- What is one approach I should change next period?
- What evidence or context is missing from this discussion?
- Which priorities should guide the next period, and how will we recognize progress?
Use the organization's performance app for the review transaction and its recorded review steps. For questions about the applicable review process or terminology, ask the People Development owner or the manager responsible for the review.