MySLC

Writing a Performance Review

• Remind your staff about the invitation to complete the self-assessment. 
• Do your best to consider their assessment of their own performance in your review. 

• Reflect on regular day-to-day work as well as special projects undertaken this year.  

  • Review your emails or supervisory notes from meetings.

  • Before filling out the review form, consider developing a short list of the employee’s main areas of responsibility, and challenge yourself to think of concrete examples of what was done well and what might need improvement. 

• Take the time to write a meaningful review that is supported by examples of good work and work requiring improvement.
• Remember that the performance review is a part of performance management process and that employees should receive regular, ongoing feedback on their performance throughout the year.
• Reflect on your role in supporting the employee to succeed, and be prepared to receive feedback from the employee on the types of different or additional support they might need from you.
• Share the performance review with the employee in advance of your meeting, if possible.
• Dedicate time to a substantive, supportive and direct discussion. 
• Complete the performance review form

The Review Conversation

• Consider starting by asking the staff member how they think the year has gone. Let the employee speak. Listen to them while you maintain good eye contact and attentive posture. Reflect back to the employee your understanding of what the employee said, even if you don’t agree with every aspect of their self-assessment. 
• Review the relevant parts of the performance review form, focusing first on the employee’s strengths and successes.  Be specific and provide examples when possible.
• Discuss challenges faced by the employee or concerns about their performance. Be specific and provide examples when possible.
  • Ask the staff member for ideas about how to resolve ongoing challenges, and engage in a discussion about what additional training, guidance or support they need from you.
  • Be honest, but not accusatory, and keep the discussion about the employee’s work and work-related behavior.
  • Remember that providing difficult feedback can feel challenging, however, it is an essential component of the performance management process and it provides employees with the clarity that they deserve on what is expected of them in their role.  It also provides employees with an opportunity to share feedback about the types of support that they feel they need in order to be successful in their role. 
• When possible, establish SMART goals (Specific, Measurable, Attainable, Relevant, Time-bound), expectations, and objectives together for the next performance period and agree upon specific actions to be taken by each of you. Part of this discussion should relate to the employee’s ongoing professional development.