Performance Reviews — 101
Navigating Performance Reviews with Confidence to Embrace Growth and Success
Everybody wants to grow up, evolve, learn new skills, or get a raise or promotion occasionally. In some companies, those steps have a defined time window to happen, usually every 6 months, and they are traditionally called Performance Reviews.
Yet, these scheduled intervals often usher in a wave of emotions — ranging from anticipation to uncertainty — and can sometimes even be accompanied by feelings of frustration. It’s during these junctures that most individuals find themselves grappling with a mix of thoughts and sentiments.
With a shared commitment to aiding managers and team members in adeptly navigating these evaluation phases, I present to you this comprehensive guide, collected from my experience as both Individual Contributor and now as a Manager.
In this guide you’ll discover a treasure trove of insights and strategies meticulously designed to empower you, enabling the transformation of Performance Reviews into catalysts for personal and professional development.
The only unbreakable rule — the "NO SURPRISE" rule
The “no surprise” rule within Performance Reviews emphasizes the importance of open communication and transparency between managers and employees.
This rule dictates that both managers and employees should maintain ongoing dialogue and discussions about performance expectations, goals, achievements, and areas for improvement throughout the year. Which is part of reinforcing the 1:1 culture and its impact.
As a result, when the formal review takes place, there should be no shocking revelations or unexpected feedback. Instead, the feedback and assessments provided during the review should align with the conversations that have already taken place, ensuring that all parties are well-informed and on the same page regarding performance.
This approach fosters a culture of continuous feedback and promotes a sense of fairness and understanding during the review process.
The key is to plan ahead.
Before the Performance Review arrives, make the most of your 1:1s. These aren’t just meetings; they’re golden chances to talk about where you’re headed, where you want to grow, and what areas need a bit of polish.
If you’re an employee, open up to your manager. Lay out your ambitions, where you see yourself going, and where you could use their guidance. You don’t need to have all the answers lined up, but having a few in your pocket helps. As soon as you figure them out, share them.
Now, managers, this one’s for you. Your task? Get everyone on the same page. That means syncing up what the company expects and what your team members aspire to. It’s about nurturing an environment where those expectations can dance in harmony. If they don’t quite sync, it’s on us to chat, revise, and adapt. Remember, these conversations need to happen well before the performance review.
And companies, you’re in this too. Having a roadmap makes all the difference. Set those minimum expectations for each career level, sketch out how long each rung might be, and define how reviews factor in. And don’t forget those role descriptions and how they link to career growth. Keep it clear, so everyone knows where they’re headed.
As an employee, keep your brag document.
As an employee, holding onto your brag document can make a real difference. After diving into the insights of the Staff Engineer book, there’s one idea I’ve wholeheartedly recommended to all my colleagues: the brag document.
In a nutshell, this is your personal work journal — regardless of your position. It’s where you record your accomplishments, the difference you’ve made, and the challenges you’ve conquered. This little journal isn’t just a record; it’s a valuable tool.
Your brag document serves as a compass for your growth journey. It paints a picture of how you’ve evolved, showcasing not only the areas where you’ve improved but also the remarkable value you’ve contributed to the company’s progress. It’s a testament to your constant evolution.
This is a game-changer during performance reviews. It gives both you and your manager a clear view of your actual impact versus the goals set. It fuels discussions that are grounded in reality, highlighting the tangible ways you’ve moved the needle.
As a manager, transparency is always welcome.
As a manager, being transparent is like a breath of fresh air. You see, in many companies, it’s the middle manager who suggests promotions or raises, but the final decision isn’t always in their hands. Sometimes, the manager does not even have access to the team’s salaries or the nitty-gritty details of how those company pay scales work.
Now, here’s the thing: clarity is crucial. You and your team deserve to know what can and can’t be done. It’s about understanding the boundaries of our influence and having a realistic grasp of the possibilities. This isn’t just talk; it’s about actions and outcomes aligning.
The importance of Peer and External feedback.
Feedback from peers and external sources is the secret sauce for thriving in your career journey. They shape a more holistic view of our journey, making the review process richer, fairer, and way more insightful.
From Your Peers
Peers see us in the trenches, side by side. They know our work dynamics, the nitty-gritty details. Their feedback isn’t just a pat on the back; it’s a mirror that reflects our collaborations and contributions. They notice where we shine and where we can stretch further. Peer feedback makes us better team players, offering insights we might’ve missed.
From the Outside
External feedback is your GPS in uncharted territories. Clients, partners, or stakeholders — those external voices matter. They’re not swayed by office politics; they care about results. Their perspective, uncloaked by familiarity, pinpoints strengths we might undervalue and spots areas we can refine. It’s a reality check that keeps us aligned with bigger goals.
Summarizing it
When we talk about performance reviews, it’s more than just conversations. It’s about navigating a journey together. That means knowing what can realistically happen based on our mutual goals and plans. It’s not about smoke and mirrors — it’s about honest discussions that guide us all.
For Employees:
- Keep a Brag Document: Maintain a personal work journal showcasing accomplishments, challenges, and impact.
- Embrace Growth: Use the brag document to track personal progress and value added to the company.
- Prepare for Reviews: Leverage the brag document to discuss growth and achievements during performance reviews.
- Seek Feedback: Embrace feedback from peers and external sources to gain a well-rounded view of your contributions and areas for improvement.
For Managers:
- Prioritize Transparency: Share relevant information, even if you don’t have the final say on promotions or raises.
- Set Clear Expectations: Align employee and company expectations to create a nurturing environment.
- Support Growth: Use ongoing conversations to guide employees toward goals and help them improve.
- Encourage Feedback: Promote seeking feedback from peers and external contacts to enrich performance discussions.
For Companies:
- Establish Guidelines: Define minimum contributions and career levels, outlining expectations.
- Provide Clarity: Clearly explain how reviews tie into career progression and the evaluation process.
- Clarify Roles: Ensure role descriptions link to career growth and expectations.
General Approach:
- Plan Ahead: Utilize regular 1:1 meetings to discuss growth, expectations, and improvement areas.
- Communicate Openly: Encourage honest conversations about career aspirations, goals, and areas of support.
- Collaborate Early: Align expectations long before the performance review to foster growth and development.
- Value Peer and External Feedback: Recognize the significance of feedback from peers and external sources in shaping a comprehensive performance review.
By following these suggestions, employees, managers, and companies can work together to navigate performance reviews effectively, fostering a culture of growth and mutual success.
