Use this performance review process step-by-step for managers to prepare, lead a fair review meeting, set goals, document outcomes, and follow up.
Marketing Lead
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The night before a performance review, managers often act a little differently.
Picture an operations lead at 11:40 PM, rearranging the team's KPI spreadsheet, hoping that perfect columns will reveal hidden insights. Most managers have done something similar. For example, rereading Slack messages, looking through old meeting notes, or trying to recall what happened months ago.
This last-minute rush is why managers need a clear, step-by-step performance review process. Instead of a long HR manual, you need a simple routine that keeps reviews fair, calm, and helpful.
The best reviews don’t make employees feel judged. They help them feel clear about where they stand.
MIT’s guidance is blunt in the best way. It concludes that preparation should include reviewing last year’s review, mid-year check-ins, self-assessments, notes from the year, and identifying accomplishments, goal progress, growth areas, and key messages.
That’s the foundation. Now, let’s turn it into a process managers can use, even when things get busy.
Before you touch a form, decide what this meeting is:
Deel’s manager guidance hits a key point: focus on how employees can avoid repeating past mistakes rather than dwelling on them, and balance empathy with urgency.
If you do nothing else, do this step well. A weak review is usually a weak prep.
Review documents and notes from the year, identify accomplishments, progress on goals, growth areas, additional responsibilities, special projects, and challenges.
Create a simple folder (or note) with:
Here’s a practical approach: managers collect feedback and goal or KPI results, compare them with past reviews, and sometimes ask for peer input.
If your evidence only covers the last two weeks, you’re not really reviewing performance, you’re just reviewing your calendar.
To fix this, start a simple performance log. Each month, write down three points:
It might seem boring, but it will save you a lot of stress later.
Nothing increases anxiety like mystery.
Send a brief agenda 48 to 72 hours before the meeting:
Determine the appropriate setting and time needed, and be prepared to give and receive feedback.
A good start helps everyone relax and sets a clear direction.
Try this script (adjust to your voice):
“Today is a chance to look at what went well, what got in the way, and what we want to do differently next cycle. I’ll share my view, I want yours too, and we’ll leave with clear goals and support.”
Remind the employee why reviews exist and how they help them grow.
This is where managers sometimes get too vague:
That’s not real feedback. It just creates confusion.
Use concrete examples and metrics to keep feedback objective.
Use the SBI method for feedback (Situation, Behavior, Impact)
Keep your feedback clear:
Example:
Now your employee knows exactly what “good” looks like.
This is where you turn feedback into a concrete plan.
A development plan should include:
Ingressive Capital’s Africa-focused guidance emphasizes continuous feedback, a two-way conversation, and the implementation of a development plan that includes training, mentorship, and development opportunities.
Establish SMART goals moving forward.
Keep things simple:
If KPIs aren’t clear, don’t act as if they are. Instead:
A review without follow-up is just for show.
Before you end:
You can record notes and plan follow-up discussions to check on progress toward goals.
Right after the meeting (same day if possible):
1) Strong performer
“Your results were strong, and the pattern I want you to repeat is X. Next cycle, I’d like to stretch you into Y. Here’s the support I can offer.”
2) Mixed performance
“You had clear wins in A and B. The gap I saw consistently was C, and here are two examples. Let’s agree on one goal and one habit shift to fix it.”
3) Underperformance (without turning it into a fight)
“I want to be direct and fair. Here’s what the role requires, here’s what I observed, and here’s the impact. I also want your view. Then we’ll agree on a plan and what support you need.”
A Reddit thread from South Africa about an “unfair performance review” includes a recurring theme employees care about: whether they were given opportunities to improve, including training.
Even if you’re not dealing with legalities, that principle matters for trust.
In many African contexts, three realities shape reviews:
1. High power distance
Employees may avoid disagreeing openly. If you want honesty, use:
2. “Review season” often equals “salary season.”
So people walk in guarded. Be explicit about what the meeting covers.
3. KPIs aren’t always clean.
Sometimes the job is fluid: operations, customer success, admin, fast-moving startups.
When that’s the case:
If you’ve ever run reviews via spreadsheets and WhatsApp reminders, you already know the pain: the process breaks at “follow-up.”
Here’s where a platform can quietly make you look more organized than you feel:
For most roles: 45–60 minutes. If you’re doing annual reviews plus development planning, 60–90 minutes is common.
Stay focused on evidence and impact. Ask for their perspective. Use active listening and allow time for reflection. Even silence can lead to important insights.
Only if your organization has clear standards and (ideally) calibration. Ratings without consistency create perceived unfairness.
Document the summary, set measurable objectives, and schedule follow-ups. Follow-ups are essential to prevent reviews from becoming pointless.
A manager-led performance review isn’t about giving a verdict. It’s about making sure everyone leaves with clarity:
Follow these steps. Keep the tone human. Use evidence, set goals, and follow up. That’s what matters most.
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