Performance Management That Puts People First

Performance reviews can feel daunting, but they’re a golden opportunity to showcase achievements, address challenges, and align personal goals with the company’s direction. Yet all too often, they’re a one-sided conversation, leaving employees wishing they had spoken up more.

Is it any wonder then that performance reviews are widely disliked, even by confident employees and the most emotionally intelligent of managers? While many managers understand what their team needs to thrive, the process itself is often bogged down by bureaucratic forms and outdated templates. The traditional review is increasingly seen as a relic of the past, irrelevant in today’s knowledge economy.

Here’s how to rethink performance reviews—turning them into conversations that empower employees and drive career growth.

Get It Right from the Start

Performance reviews aren’t standalone events—they’re part of an ongoing dialogue that should begin on day one and continue throughout the employee’s time with the company. When communication is a two-way street, balancing feedback with active listening, reviews are more productive for everyone.

For managers, the key is to flip the process on its head: let the employee lead the conversation. Start by sending a set of reflective questions in advance: What worked well? What didn’t? What’s new? What’s next? What support do you need? Then let the employee do the talking while managers limit themselves to responding with comments, questions, and additional perspectives. This approach shifts the focus from evaluation to collaboration.

For employees, this is your chance to shine. With the right preparation, you can demonstrate your value and drive the discussion.

The Good

Junior employees especially, but everyone at some point will miss the chance to highlight their contributions to a business. Performance reviews are the perfect platform to demonstrate how you add value.

• Track your wins: Keep a record of your achievements, big and small, throughout the year. Metrics like revenue generated or processes improved make your impact tangible.
• Connect to business goals: Frame your successes in terms of their contribution to the company’s objectives. For example, explain how a project you led improved client engagement or team productivity.
• Use data effectively: Numbers are powerful—back up your story with measurable results.

When you present a clear, evidence-based record of your impact, you make it easier for your manager to advocate for your growth.

The Bad

Mistakes happen, but how you handle them can set you apart.

• Own your errors: Acknowledge what went wrong without shifting blame. Explain what you learned and how you’ve ensured it won’t happen again.
• Reframe challenges: Position setbacks as growth opportunities. For example, a project that went awry could show how you developed better planning skills.
• Seek feedback: Ask for input on how you can improve. This demonstrates accountability and a commitment to growth.

Handled well, mistakes can become moments that define your endurance, growth and adaptability.

The Ugly

Difficult reviews are inevitable, but they can be transformative with the right approach.

• Stay calm and listen: Don’t get defensive. Take time to process feedback and ask clarifying questions.
• Focus on solutions: Address criticism by proposing actionable steps to improve. Set clear goals for the future.
• Follow up: Arrange a check-in after a few months to review progress. This shows dedication to growth.

Challenging reviews, when approached constructively, can be catalysts for personal and professional development.

The Year-Round Approach

Performance reviews are easier when they’re part of a continuous conversation. This practice also helps to build a relationship with your manager

• Schedule regular check-ins: Monthly or quarterly meetings help avoid surprises and keep you aligned.
• Share updates: Keep your manager informed about your progress and challenges. This transparency builds trust.
• Seek mentorship: Use these discussions to gain insights and guidance, not just evaluations.

By taking charge of your development, you make the process smoother and more meaningful—for yourself and your manager. Time poor managers in particular will thank you.

The Takeaway

Performance reviews shouldn’t be an annual chore but a vital part of your career journey. By preparing effectively, addressing challenges with accountability, and maintaining open communication year-round, you can turn reviews into a platform for growth.

When done well, performance management should not feel like a burden for managers, instead it turns into a powerful tool that helps employees deliver for the business, its customers, their own careers and yours.

Annie Rosencrans is Director of People and Culture at HiBob Americas.

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