Navigating performance reviews and one-on-ones

A performance review is a formal, documented process of evaluating employee performance, which is measured against the expectations for their role. Ideally, a performance review is a two-way conversation between an employee and supervisor. During a quality performance review:

• Employees receive honest feedback about their performance
• The metrics used to evaluate performance are known to all parties well before the review
• Supervisors share specific examples and data to support their evaluation claims. (In other words, they have documentation collected during the course of the evaluation period.)
• Employees have a chance to share their documentation, insights, and goals
• There is discussion about how the employee’s role fits into the larger company and its goals
• Managers and employees work together to set employee goals for the next review period

Like anything else in the working world, some companies do performance reviews well, while others don’t.

When performance reviews are done poorly, both employees and managers dread them. There’s a lot that can make performance reviews ineffective and discouraging:

• Unclear job expectations. If you don’t know the criteria you’re being judged on, you don’t know where to put your time and energy.
• Rushing through the evaluation and not taking the time to have a real conversation
• Inconsistent scheduling or surprise reviews. Employees should have time to prepare for their review meeting.
• Using overly general or subjective language (like “good” or “bad” without any further detail)
• Using fear to “motivate” people to change behaviors
• Lack of trust between manager and employee

Companies that embrace one-on-one meetings create an entirely new dynamic around their review process. One-on-ones are scheduled times for a manager and an employee to meet regularly. Companies approach one-on-ones differently, but the general purpose of one-on-ones is to build trust and rapport so that employees can succeed and grow professionally.

If performance reviews are like a final exam, one-on-ones are all the lessons and mini-quizzes teachers use to check in and ensure that students are on track. During one-on-ones there is a stronger focus on learning, support, and problem-solving. Any issues a boss has with an employee’s performance can be addressed in real time before it becomes a larger problem.

If you have frequent check-ins through one-on-ones with your boss, nothing that happens during your performance review should come as a surprise, because you’ve been talking about it—and documenting it—all year.

Some companies conduct annual reviews; some do them quarterly. Most often, you’ll know about your performance review in advance. Unfortunately, some companies spring performance reviews on you with little notice. The number one way to be prepared for a performance review—whenever it happens—is to gather documentation regularly.

Jenna, a senior university talent acquisition leader at Fidelity, advises employees to “keep a running list of things that you’ve accomplished, and those that maybe you want to accomplish next quarter.” That way you’ll have a “tally of everything you’ve done, and those things that you want to work with your manager on accomplishing next.”

Use whatever system works for you to keep track of your accomplishments. Keep handy any employer-generated documentation that lays out the expectations of your role or any goals you’re working towards. Organize your documentation by goal or area of responsibility.
You should gather this documentation consistently for two reasons. One, you want to go into the review meeting prepared to quickly reference your key projects and specific contributions. Two, it’s a good habit to spend some time each week reflecting on your performance.

It’s always good to keep learning and growing professionally. One way to do that is by actively participating in your evaluation process. Not all employers will have you complete a self-evaluation, but you can do it anyway by asking yourself questions like:

• What am I proud of having accomplished over the last quarter/year?
• How do I spend most of my time?
• How have I contributed to my team?
• What do I need to work on?
• What do I want to learn or take on next?

During your performance review, use documentation from your work and your one-on-one meetings to talk with your manager about your progress and how you’d like to grow. Jenna says, “It’s not just on the manager. You can come prepared and show all things you’ve done.”

In addition to documenting your work, there are other steps you can take to prepare yourself for your review:

• Prepare any questions you have about your role or the goals of the company
• Anticipate questions your supervisor might have about your work
• If you’re hoping for a promotion, now or in the near future, highlight the experience, contributions, and training you have that make you a good candidate

The night before your review, do what you can to help yourself feel confident and composed the next day. You might want to lay your clothes out, eat a good dinner, and get plenty of sleep. Do whatever it is that will help you be at your best during this meeting—to present yourself in a good light and in case there are any curveballs.

It’s not easy to have others judge your work. It can awaken every last one of your insecurities—fear of not being liked, worry that others don’t see you as capable, anxiety about that mistake you made last quarter. Take a deep breath. It’s normal to feel nervous. You’re going to hear things that aren’t compliments, though. This is normal too. Your boss might say things like:

• “I want you to work on…”
• “I’d like to see you develop…”
• “This needs to change…”

Know that everyone goes through these reviews. And everyone has areas where they can improve. In fact, your boss has probably been instructed to find “areas for growth” for each person they evaluate. Here’s where your weekly self-reflection comes in handy.

Instead of getting defensive and trying to explain away the negative feedback, you can impress your boss with your self-awareness and initiative. When they mention a specific area they’d like you to work on, you can respond with, “I noticed that about myself, and here’s how I’m trying to work on it…”

Your boss now knows that you’re self-aware, can accept and use constructive criticism, and actively look for ways to solve problems. Part of their job is to help you succeed and grow even further.

If you’re not sure if you should ask about a raise during your performance review, it’s okay to ask. Some companies have a specific raise structure that happens outside of performance reviews. Others assume the topic of compensation will come up during that meeting. If so, your documentation will help you make your case.

Jenna says, “As you go into your annual performance review, and you have the documented projects and the work that you’ve done, you can show that you’ve made improvements and deserve extra compensation. I always am a firm believer in asking for what you’re worth.”

You don’t have to dread your next performance review. It can be a chance to reflect on your work, set goals, and showcase all of your hard work.