{"id":8296,"date":"2019-10-02T11:44:33","date_gmt":"2019-10-02T11:44:33","guid":{"rendered":"https:\/\/staging-mondaycomblog.kinsta.cloud\/?p=8296"},"modified":"2026-09-05T22:23:58","modified_gmt":"2026-09-06T03:23:58","slug":"a-new-managers-guide-to-conducting-performance-reviews","status":"publish","type":"post","link":"https:\/\/monday.com\/blog\/teamwork\/a-new-managers-guide-to-conducting-performance-reviews\/","title":{"rendered":"How to conduct performance reviews: a manager&#8217;s guide for 2026"},"content":{"rendered":"<div class=\"text-block\" id=\"text-block-1\">\n<p>Most managers know a review conversation matters, yet few feel it lands. Done poorly, a review leaves people confused and deflated. Done well, it becomes the clearest moment of alignment all year. So if you&#8217;re searching for how to conduct performance reviews that actually change behavior, you&#8217;re already asking the right question.<\/p>\n<p>The payoff for getting this right is real. When you run reviews well, you turn a dreaded annual ritual into a clear moment of alignment, and you help each person see exactly where they stand and what to do next. That&#8217;s how\u00a0<a href=\"https:\/\/monday.com\/blog\/teamwork\/great-manager-traits\/\">most of your success<\/a> as a manager gets built, and it&#8217;s a big part of how you\u00a0<a href=\"https:\/\/monday.com\/blog\/teamwork\/5-ways-to-improve-team-performance\/\">help your team succeed<\/a>.<\/p>\n<p>This guide walks you through what a performance review is, why it matters more than ever, and a repeatable seven-step process for running one. You&#8217;ll also get questions to ask, common mistakes to avoid, and a look at how a connected work platform like monday AI Workspace keeps <a href=\"https:\/\/monday.com\/blog\/teamwork\/7-common-leadership-mistakes-youre-probably-making\/\">feedback<\/a> and goal tracking in one place so your teams <a href=\"https:\/\/monday.com\/blog\/project-management\/common-causes-of-project-failure-and-how-to-avoid-them\/\">work well together<\/a>.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-2\">\n<h2 class=\"h2 text-block__title\">Key takeaways<\/h2>\n<ul>\n<li>A performance review is a structured check-in that assesses past performance and sets clear goals for the period ahead, and it works best as a two-way conversation<\/li>\n<li>Preparation drives the outcome: set goals together, take notes between reviews, and share an agenda so no one is caught off guard<\/li>\n<li>Specific, respectful feedback beats vague judgment, so describe the behavior you saw and state its impact instead of labeling the person<\/li>\n<li>Reviews only stick when you end with a clear action plan and follow up on the commitments you both made<\/li>\n<li>monday AI Workspace keeps review goals, feedback history, and follow-up reminders on one connected platform with dashboards and automations, so nothing slips between cycles<\/li>\n<\/ul>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-3\">\n<h2 class=\"h2 text-block__title\">What is a performance review?<\/h2>\n<p>A performance review is a structured, scheduled conversation between a manager and an employee that assesses how someone has performed against their goals and expectations, then sets direction for the period ahead. Think of it as the formal counterpart to day-to-day feedback: casual feedback happens in the moment and keeps work moving, while a review steps back to look at patterns, progress, and growth over a full quarter or year.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-4\">\n<img width=\"1023\" height=\"573\" src=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/2026-reviews-1200px-3.png\" class=\"attachment-large size-large\" alt=\"\" loading=\"lazy\" decoding=\"async\" srcset=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/2026-reviews-1200px-3.png 1023w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/2026-reviews-1200px-3-300x168.png 300w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/2026-reviews-1200px-3-768x430.png 768w\" sizes=\"auto, (max-width: 1023px) 100vw, 1023px\" \/>\n<\/div>\n<div class=\"text-block\" id=\"text-block-5\">\n<p>Here&#8217;s the contrast in practice. Day-to-day feedback sounds like &#8220;that client email was clear and well-timed.&#8221; A performance review sounds like &#8220;over the last quarter, your client communication became a real strength, and here&#8217;s how we build on it.&#8221; One is a nudge, the other is a milestone.<\/p>\n<p>People often ask what the steps of the performance evaluation process are. In short, you set goals together, gather notes and feedback, share an agenda in advance, give specific feedback, keep the conversation two-way, end with an action plan, and follow up afterward. The rest of this guide walks through each step so you can run the whole cycle with confidence.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-6\">\n<h2 class=\"h2 text-block__title\">Why performance reviews matter more than ever<\/h2>\n<p>The workplace backdrop makes this skill urgent. Gallup reports that <a href=\"https:\/\/www.gallup.com\/workplace\/349484\/state-of-the-global-workplace.aspx\">global employee engagement fell to 20% in 2025, and manager engagement dropped from 27% to 22% between 2024 and 2025<\/a>. When managers themselves are disengaged, the reviews they run tend to feel hollow, and employees notice.<\/p>\n<p>The feedback itself often falls short. When reviews feel vague, one-sided, or disconnected from daily work, employees stop trusting them, and a review that feels neither fair nor motivating quietly erodes confidence every cycle. That&#8217;s the gap a deliberate process is built to close.<\/p>\n<p>Managers feel the gap too. SHRM finds that <a href=\"https:\/\/www.shrm.org\/topics-tools\/topics\/performance-management\">61% of HR professionals say fewer than half of their managers effectively address underperformance, and 43% say their organization doesn&#8217;t provide adequate training for managers to run effective reviews<\/a>. That&#8217;s the real opportunity in front of you: a clear, repeatable process closes the gap that training often leaves open, and it makes hard conversations far more constructive.<\/p>\n<p><a class=\"cta-button blue-button\" href=\"https:\/\/auth.monday.com\/users\/sign_up_new\" target=\"_blank\" rel=\"noopener\" aria-label=\"Get started with monday.com\" data-index=\"1\">Get started with monday.com<\/a><\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-7\">\n<h2 class=\"h2 text-block__title\">How to conduct a performance review in seven steps<\/h2>\n<p>A strong review isn&#8217;t one event; it&#8217;s a sequence that spans before, during, and after the meeting. The seven steps below move you through preparation, the conversation itself, and the follow-through that makes it stick. Work them in order, and each review gets clearer and more efficient than the last.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-8\">\n<img width=\"1024\" height=\"683\" src=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/unnamed-file.jpg\" class=\"attachment-large size-large\" alt=\"\" loading=\"lazy\" decoding=\"async\" srcset=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/unnamed-file.jpg 1024w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/unnamed-file-300x200.jpg 300w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/unnamed-file-768x512.jpg 768w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/>\n<\/div>\n<div class=\"text-block\" id=\"text-block-9\">\n<h3>Step 1: Set goals and expectations together<\/h3>\n<p>Before you sit down to review with someone for a review, you need to know what you&#8217;re reviewing. This is another reason you and your team should work together to set objectives like <a href=\"https:\/\/monday.com\/blog\/project-management\/smart-goals\/\">SMART goals<\/a> for the year or quarter.<\/p>\n<p>If you&#8217;ve never set specific goals with your team, do so as soon as you can, instead of waiting until your next review period. Once you&#8217;re setting goals and holding reviews regularly, you can combine them into one meeting.<\/p>\n<p>Expectations deserve the same clarity as goals. A SMART goal is specific, measurable, achievable, relevant, and time-bound, so instead of &#8220;improve reporting,&#8221; you&#8217;d agree on &#8220;ship the weekly ops report every Monday by 10 am with zero missing fields.&#8221; When you and your report define both the target and what good looks like up front, the review becomes a check against a shared standard rather than a surprise. That &#8220;no surprises&#8221; principle underpins a fair review, because nothing discussed in the meeting should be the first time the employee hears about it.<\/p>\n<h3>Step 2: Take notes and gather feedback between reviews<\/h3>\n<p>Next, make sure you&#8217;re reviewing performance more often than you hold official reviews. Sitting down once a year or quarter and trying to remember all of someone&#8217;s strengths, weaknesses, and accomplishments at once can easily make your brain hurt. Taking that approach with an entire team will only make it harder for everyone to succeed.<\/p>\n<p>Instead, try to make a note of things as they occur. When you notice a certain behavior is becoming a habit, put it in the file. When you realize how big a role they played in a recent win, put it in the file.<\/p>\n<p>This way, when it&#8217;s time to prepare your notes for the review, you don&#8217;t need to worry about remembering details of the past 3 to 12 months. You can simply read over your notes and look for patterns, outliers, and other discussion points.<\/p>\n<p>Your own notes are one input, not the whole picture. Gathering feedback from more than one source gives you a fuller, fairer view of how someone works across the team. Pulling in peer, upward, and cross-functional perspectives gives you a more balanced read on performance and reduces single-rater bias. A lightweight 360 approach, where you collect input from a few peers and cross-functional partners, surfaces strengths and blind spots you might miss on your own and reduces the pull of a single recent memory.<\/p>\n<h3>Step 3: Share an agenda and self-evaluation in advance<\/h3>\n<p>Remember that you&#8217;re not the only one in the room at this review. Just as in-the-moment notes help you prepare for the meeting, giving your team members their materials in advance helps them do the same.<\/p>\n<p>At least a week or two ahead of an <a href=\"https:\/\/monday.com\/blog\/task-management\/employee-review-template\/\">employee<\/a>&#8216;<a href=\"https:\/\/monday.com\/blog\/task-management\/employee-review-template\/\">s review<\/a>, show them the game plan. If you&#8217;re having them complete a self-evaluation, this gives them time to think about and fill out their answers. Even if not, this gives them time to reflect on their own performance and prepare any questions or conversations they want to have with you.<\/p>\n<p>Letting your team prepare for these reviews as thoroughly as you do makes it a two-way conversation about improving your team&#8217;s performance, instead of you delivering a one-way critique.<\/p>\n<p>A good self-evaluation asks the employee to rate progress against each goal, name a win they&#8217;re proud of, and flag where they want more support. When they arrive with that reflection done, you spend the meeting comparing perspectives rather than delivering a verdict. Where your view and theirs differ, you&#8217;ve found the most valuable conversation in the whole review.<\/p>\n<h3>Step 4: Give specific, respectful feedback<\/h3>\n<p>Finally, we&#8217;re ready to talk about the review meeting itself. If you follow the steps above, the meeting is the easiest part. Still, simple can be uncomfortable, if not downright awkward.<\/p>\n<p>The best way to keep the review as comfortable as possible is to remember your respect. You don&#8217;t need to barrage anyone with a monologue of complaints, nor do you need to sugarcoat any true critiques. And definitely don&#8217;t condescend to them with &#8220;compliment sandwiches&#8221; or any other stilted, impersonal frameworks you might have heard of in the past.<\/p>\n<p>Speak clearly and directly with your employee like you normally would. Rather than hiding negative feedback, address it outright so the rest of the meeting can focus on addressing it and improving the situation.<\/p>\n<p>What should you not say during a performance review? Avoid vague judgments about the person, such as &#8220;you&#8217;re not a team player,&#8221; because they give someone nothing to act on. A reliable technique is to describe the specific behavior you observed, then state its impact. Compare these two:<\/p>\n<ul>\n<li><strong>Vague:<\/strong> &#8220;Your communication needs work&#8221;<\/li>\n<li><strong>Specific:<\/strong> &#8220;In the last two launches, status updates arrived a day after the deadline, which left the design team guessing, so let&#8217;s agree on a Friday cadence&#8221;<\/li>\n<\/ul>\n<p>The specific version focuses on behavior instead of personality, ties it to a real consequence, and points toward a fix. That&#8217;s feedback someone can actually use.<\/p>\n<h3>Step 5: Make the review a two-way conversation<\/h3>\n<p>A review should feel like a dialogue, not a verdict. You&#8217;ve already set that up by sharing an agenda and inviting a self-evaluation, so now protect it in the room. Ask open questions, then listen more than you talk, and give the employee space to explain their view before you respond.<\/p>\n<p>Good questions do most of the work here. A few to keep on hand:<\/p>\n<ul>\n<li><strong>Looking back:<\/strong> &#8220;Which accomplishment from this period are you most proud of, and what made it work?&#8221;<\/li>\n<li><strong>Obstacles:<\/strong> &#8220;Where did you feel blocked, and what got in the way?&#8221;<\/li>\n<li><strong>Support:<\/strong> &#8220;What can I do differently to help you do your best work?&#8221;<\/li>\n<li><strong>Growth:<\/strong> &#8220;What skill do you most want to build over the next quarter?&#8221;<\/li>\n<li><strong>Alignment:<\/strong> &#8220;How well do your current goals match what you want from your role?&#8221;<\/li>\n<\/ul>\n<p>When people help shape the conversation, they leave more committed to whatever you decide together, and you learn things about the work that you&#8217;d never see from your seat.<\/p>\n<h3>Step 6: End with an action plan<\/h3>\n<p>A common trap is doling out actionable feedback that makes it hard for employees to improve between review periods. Think about it: after spending 30 minutes talking about ways your work can improve, wouldn&#8217;t you feel overwhelmed?<\/p>\n<p>Instead of just <a href=\"https:\/\/monday.com\/blog\/teamwork\/give-constructive-feedback-employees\/\">throwing a mountain of feedback<\/a> at someone in the review, discuss what specific steps your employees can take once the meeting is over. This can include a <a title=\"performance improvement plan\" href=\"https:\/\/monday.com\/blog\/task-management\/performance-improvement-plan-templates\/\">performance improvement plan<\/a>, a new set of SMART goals, or a short to-do list of one-time tasks. Choose the option that best suits the employee, since the goal is to help them improve.<\/p>\n<p>This way, your employee leaves with a clear answer to &#8220;what&#8217;s next?&#8221; Not to mention that looking to the future can be a more aspirational and motivating way to end the review than discussing past mistakes.<\/p>\n<p>Make each commitment concrete by writing it down with an owner and a date, so you can both point to the same plan later. Two or three focused goals will move the needle faster than a long list nobody can act on.<\/p>\n<h3>Step 7: Follow up after the review<\/h3>\n<p>The review isn&#8217;t finished when the meeting ends. Without follow-up, even the clearest action plan fades within a week, and the next review starts from scratch. Following up is how you turn a single conversation into continuous feedback that compounds over time.<\/p>\n<p>Put a few simple habits in place to keep momentum:<\/p>\n<ul>\n<li><strong>Schedule check-ins:<\/strong> book short recurring one-on-ones to revisit the action plan while it&#8217;s still fresh<\/li>\n<li><strong>Track commitments:<\/strong> keep the agreed goals somewhere you both can see progress, not buried in a document nobody reopens<\/li>\n<li><strong>Set reminders:<\/strong> use recurring nudges so review commitments and deadlines don&#8217;t quietly slip<\/li>\n<\/ul>\n<p>Consistent follow-up signals that the review mattered, and it gives you real evidence to draw on when the next cycle comes around.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-10\">\n<h2 class=\"h2 text-block__title\">Common performance review mistakes to avoid<\/h2>\n<p>Even a well-intentioned review can fall flat when a few familiar habits creep in. Most of these mistakes come from rushing preparation or defaulting to old scripts. Watch for these, and you&#8217;ll sidestep the traps that make reviews feel unfair or forgettable.<\/p>\n<ul>\n<li><strong>Recency bias:<\/strong> judging the whole period by the last few weeks. Your running notes from Step 2 fix this<\/li>\n<li><strong>Vague feedback:<\/strong> saying &#8220;be more proactive&#8221; without an example the person can act on<\/li>\n<li><strong>The compliment sandwich:<\/strong> burying a real concern between two compliments, which muddies the message and feels insincere<\/li>\n<li><strong>A one-way monologue:<\/strong> talking at the employee instead of inviting their perspective<\/li>\n<li><strong>Springing surprises:<\/strong> raising a serious issue for the first time in the review rather than when it happened<\/li>\n<li><strong>No follow-up:<\/strong> agreeing on next steps and never revisiting them<\/li>\n<\/ul>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-11\">\n<h2 class=\"h2 text-block__title\">Continuous feedback vs annual reviews<\/h2>\n<p>How often should you conduct performance reviews? More than once a year. A single annual sit-down leaves too much time between feedback, so issues linger and wins fade from memory. That&#8217;s why Gallup recommends reframing the annual event as ongoing <a href=\"https:\/\/www.gallup.com\/workplace\/215927\/performance-management.aspx\">&#8220;progress reviews&#8221; built on continual coaching<\/a> rather than a single yearly verdict. The table below shows why a continuous rhythm tends to work.<\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-12\">\n<img width=\"1024\" height=\"585\" src=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/employee-review-template_s1_2025-12-29T17-03-15.jpg\" class=\"attachment-large size-large\" alt=\"\" loading=\"lazy\" decoding=\"async\" srcset=\"https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/employee-review-template_s1_2025-12-29T17-03-15.jpg 1024w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/employee-review-template_s1_2025-12-29T17-03-15-300x171.jpg 300w, https:\/\/monday.com\/blog\/wp-content\/uploads\/2026\/09\/employee-review-template_s1_2025-12-29T17-03-15-768x439.jpg 768w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/>\n<\/div>\n<div class=\"text-block\" id=\"text-block-13\">\n\n<table id=\"tablepress-3850\" class=\"tablepress tablepress-id-3850\">\n<thead>\n<tr class=\"row-1\">\n\t<th class=\"column-1\">Dimension<\/th><th class=\"column-2\">Annual review<\/th><th class=\"column-3\">Continuous feedback<\/th>\n<\/tr>\n<\/thead>\n<tbody class=\"row-striping row-hover\">\n<tr class=\"row-2\">\n\t<td class=\"column-1\">Frequency<\/td><td class=\"column-2\">Once a year<\/td><td class=\"column-3\">Ongoing, with three to four check-ins<\/td>\n<\/tr>\n<tr class=\"row-3\">\n\t<td class=\"column-1\">Feedback timing<\/td><td class=\"column-2\">Delayed, often months after the event<\/td><td class=\"column-3\">Close to when the work happens<\/td>\n<\/tr>\n<tr class=\"row-4\">\n\t<td class=\"column-1\">Recall accuracy<\/td><td class=\"column-2\">Relies on memory and recency bias<\/td><td class=\"column-3\">Draws on fresh, specific examples<\/td>\n<\/tr>\n<tr class=\"row-5\">\n\t<td class=\"column-1\">Employee experience<\/td><td class=\"column-2\">High-stakes and often stressful<\/td><td class=\"column-3\">Lower pressure and more motivating<\/td>\n<\/tr>\n<tr class=\"row-6\">\n\t<td class=\"column-1\">Course correction<\/td><td class=\"column-2\">Once a year, so issues linger<\/td><td class=\"column-3\">Fast, so small issues stay small<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<!-- #tablepress-3850 from cache -->\n<p>You don&#8217;t have to abandon a formal annual moment. The goal is to surround it with lighter, more frequent conversations so nothing waits twelve months to be addressed.<\/p>\n<p><a class=\"cta-button blue-button\" href=\"https:\/\/auth.monday.com\/users\/sign_up_new\" target=\"_blank\" rel=\"noopener\" aria-label=\"Get started with monday.com\" data-index=\"2\">Get started with monday.com<\/a><\/p>\n\n<\/div>\n<div class=\"text-block\" id=\"text-block-14\">\n<div class=\"accordion faq\" id=\"faq-performance-review-questions-to-ask\">\n  <h2 class=\"accordion__heading section-title text-left\">Frequently asked questions<\/h2>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-1\" aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">What are the 5 C's of a performance review?        \n          \n        \n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-1\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>The 5 C's are a common framework for structuring a review: clarity, communication, consistency, collaboration, and commitment. Together they remind managers to set clear expectations, talk openly, review fairly on a regular cadence, make the conversation two-way, and agree on next steps.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-2\" aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How long should a performance review take?        \n          \n        \n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-2\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>Most one-on-one reviews run 45 to 60 minutes. That's enough time to discuss the past period, exchange feedback, and agree on an action plan without rushing, as long as both people are prepared in advance.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-3\" aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">What is a 360-degree performance review?        \n          \n        \n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-3\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>A 360-degree review gathers feedback on an employee from multiple sources, typically their manager, peers, direct reports, and sometimes cross-functional partners. It gives a fuller, more balanced picture than a single manager's view and helps reduce individual bias.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-4\" aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How often should performance reviews happen?        \n          \n        \n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-4\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>Aim for more than the traditional once-a-year review. Gallup recommends ongoing progress reviews supported by lighter continuous feedback, so most teams benefit from quarterly check-ins layered on top of a formal annual review.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-5\" aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How does monday AI Workspace support performance reviews?        \n          \n        \n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-5\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>It keeps review goals, feedback history, and follow-up on one connected platform, with Goals &amp; OKRs for tracking, dashboards for real-time visibility, and automations for reminders. monday agents can also summarize review conversations and read feedback tone.<\/p>\n    <\/div>\n  <\/div>\n  {\n    \"@context\": \"https:\\\/\\\/schema.org\",\n    \"@type\": \"FAQPage\",\n    \"mainEntity\": [\n        {\n            \"@type\": \"Question\",\n            \"name\": \"What are the 5 C's of a performance review?\",\n            \"acceptedAnswer\": {\n                \"@type\": \"Answer\",\n                \"text\": \"<p>The 5 C's are a common framework for structuring a review: clarity, communication, consistency, collaboration, and commitment. 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That's enough time to discuss the past period, exchange feedback, and agree on an action plan without rushing, as long as both people are prepared in advance.\\n\"\n            }\n        },\n        {\n            \"@type\": \"Question\",\n            \"name\": \"What is a 360-degree performance review?\",\n            \"acceptedAnswer\": {\n                \"@type\": \"Answer\",\n                \"text\": \"<p>A 360-degree review gathers feedback on an employee from multiple sources, typically their manager, peers, direct reports, and sometimes cross-functional partners. It gives a fuller, more balanced picture than a single manager's view and helps reduce individual bias.\\n\"\n            }\n        },\n        {\n            \"@type\": \"Question\",\n            \"name\": \"How often should performance reviews happen?\",\n            \"acceptedAnswer\": {\n                \"@type\": \"Answer\",\n                \"text\": \"<p>Aim for more than the traditional once-a-year review. Gallup recommends ongoing progress reviews supported by lighter continuous feedback, so most teams benefit from quarterly check-ins layered on top of a formal annual review.\\n\"\n            }\n        },\n        {\n            \"@type\": \"Question\",\n            \"name\": \"How does monday AI Workspace support performance reviews?\",\n            \"acceptedAnswer\": {\n                \"@type\": \"Answer\",\n                \"text\": \"<p>It keeps review goals, feedback history, and follow-up on one connected platform, with Goals &amp; OKRs for tracking, dashboards for real-time visibility, and automations for reminders. monday agents can also summarize review conversations and read feedback tone.\\n\"\n            }\n        }\n    ]\n}<\/div>\n\n\n<\/div>","protected":false,"raw":"Anyone who\u2019s seen the movie Office Space has likely developed an unconscious distaste for performance reviews. Even researchers who have studied opinions on performance reviews <a href=\"https:\/\/www.washingtonpost.com\/news\/on-leadership\/wp\/2014\/01\/27\/study-finds-that-basically-every-single-person-hates-performance-reviews\/\" rel=\"nofollow\">found they\u2019re almost universally disliked<\/a>.\r\n\r\nBut as a manager, <a href=\"https:\/\/monday.com\/blog\/teamwork\/great-manager-traits\/\">most of your success<\/a> is defined by how you <a href=\"https:\/\/monday.com\/blog\/teamwork\/5-ways-to-improve-team-performance\/\">help your team succeed<\/a>. That means learning to love performance reviews, as well as how to conduct them effectively.\r\n\r\nBecause while <a href=\"https:\/\/monday.com\/blog\/teamwork\/7-common-leadership-mistakes-youre-probably-making\/\">giving helpful feedback<\/a> should be an ongoing activity and conversation, dedicated reviews are still a crucial component of teams that <a href=\"https:\/\/monday.com\/blog\/project-management\/common-causes-of-project-failure-and-how-to-avoid-them\/\">work well together<\/a>.\r\n\r\nAs your team and responsibilities grow, it can become more and more difficult to make sure you\u2019re consistently on the same page as each of your reports. Especially without creating a dedicated time and space for that to happen.\r\n\r\nPeriodic reviews serve as that space, as well as a check-in point and natural milestone for any goals or improvement plans. This all combines to better guide your employees, as well as guide your own feedback for them in between reviews.\r\n\r\nSo let\u2019s look at how to make sure you\u2019re conducting performance reviews effectively and making your team the best they can be.\r\n<h2>Step 1: Set Goals Together<\/h2>\r\nBefore you sit down to review with someone for a review, you need to know what you\u2019re reviewing. This is one more reason you and <a href=\"https:\/\/monday.com\/\">your team<\/a> should be working together to set objectives like SMART goals for the year or quarter.\r\n\r\nIf you\u2019ve never set specific goals with your team, do so as soon as you can, instead of waiting until your next review period. But once you\u2019re setting goals and holding reviews on a regular basis, you can combine them into one meeting.\r\n<h2>Step 2: Take Notes Between Reviews<\/h2>\r\nThe next thing you\u2019ll want to make sure of, is that you\u2019re really reviewing performance more often than you\u2019re holding official reviews. Sitting down once a year or quarter, and trying to remember all of someone\u2019s strengths, weaknesses, and accomplishments at once can easily make your brain hurt. Taking that approach with an entire team will only make it harder for all of you to succeed.\r\n\r\nInstead, try to make a note of things as they occur. When you notice a certain behavior is becoming a habit, put it in the file. When you realize how big a role they played in a recent win, put it in the file.\r\n\r\nThis way, when it\u2019s time to prepare your notes for the review, you don\u2019t need to worry about remembering details of the past 3 to 12 months. You can simply read over your notes and look for patterns, outliers, and other points of discussion.\r\n<h2>Step 3: Offer an Agenda in Advance<\/h2>\r\nRemember that you\u2019re not the only one in the room at this review. Just like how in-the-moment notes will help you prepare for the meeting, giving your team members their materials in advance will help them do the same.\r\n\r\nAt least a week or two ahead of an <a href=\"https:\/\/monday.com\/blog\/task-management\/employee-review-template\/\" target=\"_blank\" rel=\"noopener\">employee\u2019s review<\/a>, show them the game plan. If you\u2019re having them complete a <a href=\"https:\/\/monday.com\/blog\/project-management\/self-evaluation-template\/\">self-evaluation template<\/a>, this gives them time to think about and fill out their answers. Even if not, this gives them time to reflect on their own performance and prepare any questions or conversations they want to have with you.\r\n\r\nLetting your team prepare for these reviews as thoroughly as you do helps it become a two-way conversation about improving your team\u2019s performance\u00a0, instead of you performing a one-way critique of them.\r\n<h2>Step 4: Review with Respect<\/h2>\r\nFinally, we\u2019re ready to talk about the actual review meeting. If you follow the above steps to prepare correctly, the meeting is the simplest part. Still, simple can be uncomfortable, if not downright awkward.\r\n\r\nThe best way to ensure the review goes as comfortably as possible is to remember your respect. You don\u2019t need to barrage anyone with a monologue of complaints, nor do you need to sugarcoat any true critiques. And definitely don\u2019t condescend to them using \u201ccompliment sandwiches\u201d or any other stilted and impersonal frameworks you might have heard of in the past.\r\n\r\nSpeak clearly and directly with your employee like you normally would. Rather than hiding any negative feedback, address it outright so the rest of the meeting can be focused on addressing that feedback and improving the situation.\r\n<h2>Step 5: End with an Action Plan<\/h2>\r\nA common trap to fall into with doling out inactionable feedback that makes it hard for employees to actually improve between review periods. Think about it: after spending 30 minutes talking about ways your work can improve, wouldn\u2019t you feel overwhelmed?\r\n\r\nInstead of just <a href=\"https:\/\/monday.com\/blog\/teamwork\/give-constructive-feedback-employees\/\">throwing a mountain of feedback<\/a> at someone in the review, discuss what specific steps your employees can take once the meeting is over. This can include a <a class=\"wpil_keyword_link \" title=\"performance improvement plan\" href=\"https:\/\/monday.com\/blog\/task-management\/performance-improvement-plan-templates\/\" target=\"_blank\" rel=\"noopener\" data-wpil-keyword-link=\"linked\">performance improvement plan<\/a>, a new set of SMART goals, or a short to-do list of one-time tasks. Choose whichever option will suit the employee best, as the whole point of this is to help them improve.\r\n\r\nThis way, your employee leaves with a clear answer to \u201cwhat\u2019s next?\u201d Not to mention that looking to the future can be a more aspirational and motivating way to end the review than discussing past mistakes.\r\n\r\nOnce you have this routine down, you simply rinse and repeat each time review period comes around."},"excerpt":{"rendered":"<p>Anyone who\u2019s seen the movie Office Space has likely developed an unconscious distaste for performance reviews. Even researchers who have studied opinions on performance reviews found they\u2019re almost universally disliked. But as a manager, most of your success is defined by how you help your team succeed. That means learning &#8230;<\/p>\n","protected":false},"author":310,"featured_media":361755,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"pages\/cornerstone-primary.php","format":"standard","meta":{"_acf_changed":false,"monday_item_id":12063873215,"monday_board_id":0,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[13903],"tags":[],"class_list":["post-8296","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-teamwork"],"acf":{"lobby_image":false,"post_thumbnail_title":"","hide_post_info":false,"hide_bottom_cta":false,"hide_from_blog":false,"cluster":"","display_dates":"updated","use_customized_cta":false,"display_subscribe_widget":false,"custom_schema_code":"<script type=\"application\/ld+json\">\r\n{\r\n  \"@context\": \"https:\/\/schema.org\",\r\n  \"@type\": \"HowTo\",\r\n  \"name\": \"A new manageru2019s guide to conducting performance reviews\",\r\n  \"description\": \"As a manager, most of your success is defined by how you help your team succeed. That means learning to love performance reviews, as well as how to conduct them effectively.\",\r\n  \"step\": [\r\n    {\r\n      \"@type\": \"HowToStep\",\r\n      \"name\": \"Set Goals Together\",\r\n      \"text\": \"Before you sit down to review with someone for a review, you need to know what youu2019re reviewing. This is one more reason you and your team should be working together to set objectives like SMART goals for the year or quarter.\"\r\n    },\r\n    {\r\n      \"@type\": \"HowToStep\",\r\n      \"name\": \"Take Notes Between Reviews\",\r\n      \"text\": \"The next thing youu2019ll want to make sure of, is that youu2019re really reviewing performance more often than youu2019re holding official reviews. Sitting down once a year or quarter, and trying to remember all of someoneu2019s strengths, weaknesses, and accomplishments at once can easily make your brain hurt. Taking that approach with an entire team will only make it harder for all of you to succeed.\"\r\n    },\r\n    {\r\n      \"@type\": \"HowToStep\",\r\n      \"name\": \"Offer an Agenda in Advance\",\r\n      \"text\": \"Remember that youu2019re not the only one in the room at this review. Just like how in-the-moment notes will help you prepare for the meeting, giving your team members their materials in advance will help them do the same.\"\r\n    },\r\n    {\r\n      \"@type\": \"HowToStep\",\r\n      \"name\": \"Review with Respect\",\r\n      \"text\": \"If you follow the above steps to prepare correctly, the meeting is the simplest part. Still, simple can be uncomfortable, if not downright awkward. The best way to ensure the review goes as comfortably as possible is to remember your respect.\"\r\n    },\r\n    {\r\n      \"@type\": \"HowToStep\",\r\n      \"name\": \"End with an Action Plan\",\r\n      \"text\": \"Instead of just throwing a mountain of feedback at someone in the review, discuss what specific steps your employees can take once the meeting is over. This can include a performance improvement plan, a new set of SMART goals, or a short to-do list of one-time tasks.\"\r\n    }\r\n  ]\r\n}\r\n<\/script>","banner_url":"","main_text_banner":"","sub_title_banner":"","sub_title_banner_second":"","banner_button_text":"","below_banner_line":"","landing_page_layout":false,"hide_time_to_read":false,"sidebar_color_banner":"","custom_tags":false,"cornerstone_hero_cta_override":{"label":"","url":""},"featured_image_link":"","faqs":[{"faq_title":"Frequently asked questions","faq_shortcode":"performance-review-questions-to-ask","faq":[{"question":"What are the 5 C's of a performance review?","answer":"<p>The 5 C's are a common framework for structuring a review: clarity, communication, consistency, collaboration, and commitment. Together they remind managers to set clear expectations, talk openly, review fairly on a regular cadence, make the conversation two-way, and agree on next steps.<\/p>\n"},{"question":"How long should a performance review take?","answer":"<p>Most one-on-one reviews run 45 to 60 minutes. That's enough time to discuss the past period, exchange feedback, and agree on an action plan without rushing, as long as both people are prepared in advance.<\/p>\n"},{"question":"What is a 360-degree performance review?","answer":"<p>A 360-degree review gathers feedback on an employee from multiple sources, typically their manager, peers, direct reports, and sometimes cross-functional partners. It gives a fuller, more balanced picture than a single manager's view and helps reduce individual bias.<\/p>\n"},{"question":"How often should performance reviews happen?","answer":"<p>Aim for more than the traditional once-a-year review. Gallup recommends ongoing progress reviews supported by lighter continuous feedback, so most teams benefit from quarterly check-ins layered on top of a formal annual review.<\/p>\n"},{"question":"How does monday AI Workspace support performance reviews?","answer":"<p>It keeps review goals, feedback history, and follow-up on one connected platform, with Goals &amp; OKRs for tracking, dashboards for real-time visibility, and automations for reminders. monday agents can also summarize review conversations and read feedback tone.<\/p>\n"}]}],"activate_cta_banner":false,"menu_cta_override":{"label":"","url":""},"show_contact_sales_button":"default","override_contact_sales_label":"","override_contact_sales_url":"","custom_header_banner":false,"sections":[{"acf_fc_layout":"content_1","blocks":[{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"<p>Most managers know a review conversation matters, yet few feel it lands. Done poorly, a review leaves people confused and deflated. Done well, it becomes the clearest moment of alignment all year. So if you&#8217;re searching for how to conduct performance reviews that actually change behavior, you&#8217;re already asking the right question.<\/p>\n<p>The payoff for getting this right is real. When you run reviews well, you turn a dreaded annual ritual into a clear moment of alignment, and you help each person see exactly where they stand and what to do next. That&#8217;s how\u00a0<a href=\"https:\/\/monday.com\/blog\/teamwork\/great-manager-traits\/\">most of your success<\/a> as a manager gets built, and it&#8217;s a big part of how you\u00a0<a href=\"https:\/\/monday.com\/blog\/teamwork\/5-ways-to-improve-team-performance\/\">help your team succeed<\/a>.<\/p>\n<p>This guide walks you through what a performance review is, why it matters more than ever, and a repeatable seven-step process for running one. You&#8217;ll also get questions to ask, common mistakes to avoid, and a look at how a connected work platform like monday AI Workspace keeps <a href=\"https:\/\/monday.com\/blog\/teamwork\/7-common-leadership-mistakes-youre-probably-making\/\">feedback<\/a> and goal tracking in one place so your teams <a href=\"https:\/\/monday.com\/blog\/project-management\/common-causes-of-project-failure-and-how-to-avoid-them\/\">work well together<\/a>.<\/p>\n"}]},{"main_heading":"Key takeaways","content_block":[{"acf_fc_layout":"text","content":"<ul>\n<li>A performance review is a structured check-in that assesses past performance and sets clear goals for the period ahead, and it works best as a two-way conversation<\/li>\n<li>Preparation drives the outcome: set goals together, take notes between reviews, and share an agenda so no one is caught off guard<\/li>\n<li>Specific, respectful feedback beats vague judgment, so describe the behavior you saw and state its impact instead of labeling the person<\/li>\n<li>Reviews only stick when you end with a clear action plan and follow up on the commitments you both made<\/li>\n<li>monday AI Workspace keeps review goals, feedback history, and follow-up reminders on one connected platform with dashboards and automations, so nothing slips between cycles<\/li>\n<\/ul>\n"}]},{"main_heading":"What is a performance review?","content_block":[{"acf_fc_layout":"text","content":"<p>A performance review is a structured, scheduled conversation between a manager and an employee that assesses how someone has performed against their goals and expectations, then sets direction for the period ahead. Think of it as the formal counterpart to day-to-day feedback: casual feedback happens in the moment and keeps work moving, while a review steps back to look at patterns, progress, and growth over a full quarter or year.<\/p>\n"}]},{"main_heading":"","content_block":[{"acf_fc_layout":"image","image_type":"normal","image":361605,"image_link":""}]},{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"<p>Here&#8217;s the contrast in practice. Day-to-day feedback sounds like &#8220;that client email was clear and well-timed.&#8221; A performance review sounds like &#8220;over the last quarter, your client communication became a real strength, and here&#8217;s how we build on it.&#8221; One is a nudge, the other is a milestone.<\/p>\n<p>People often ask what the steps of the performance evaluation process are. In short, you set goals together, gather notes and feedback, share an agenda in advance, give specific feedback, keep the conversation two-way, end with an action plan, and follow up afterward. The rest of this guide walks through each step so you can run the whole cycle with confidence.<\/p>\n"}]},{"main_heading":"Why performance reviews matter more than ever","content_block":[{"acf_fc_layout":"text","content":"<p>The workplace backdrop makes this skill urgent. Gallup reports that <a href=\"https:\/\/www.gallup.com\/workplace\/349484\/state-of-the-global-workplace.aspx\">global employee engagement fell to 20% in 2025, and manager engagement dropped from 27% to 22% between 2024 and 2025<\/a>. When managers themselves are disengaged, the reviews they run tend to feel hollow, and employees notice.<\/p>\n<p>The feedback itself often falls short. When reviews feel vague, one-sided, or disconnected from daily work, employees stop trusting them, and a review that feels neither fair nor motivating quietly erodes confidence every cycle. That&#8217;s the gap a deliberate process is built to close.<\/p>\n<p>Managers feel the gap too. SHRM finds that <a href=\"https:\/\/www.shrm.org\/topics-tools\/topics\/performance-management\">61% of HR professionals say fewer than half of their managers effectively address underperformance, and 43% say their organization doesn&#8217;t provide adequate training for managers to run effective reviews<\/a>. That&#8217;s the real opportunity in front of you: a clear, repeatable process closes the gap that training often leaves open, and it makes hard conversations far more constructive.<\/p>\n<p><a class=\"cta-button blue-button\" href=\"https:\/\/auth.monday.com\/users\/sign_up_new\" target=\"_blank\" rel=\"noopener\" aria-label=\"Get started with monday.com\" data-index=\"1\">Get started with monday.com<\/a><\/p>\n"}]},{"main_heading":"How to conduct a performance review in seven steps","content_block":[{"acf_fc_layout":"text","content":"<p>A strong review isn&#8217;t one event; it&#8217;s a sequence that spans before, during, and after the meeting. The seven steps below move you through preparation, the conversation itself, and the follow-through that makes it stick. Work them in order, and each review gets clearer and more efficient than the last.<\/p>\n"}]},{"main_heading":"","content_block":[{"acf_fc_layout":"image","image_type":"normal","image":361613,"image_link":""}]},{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"<h3>Step 1: Set goals and expectations together<\/h3>\n<p>Before you sit down to review with someone for a review, you need to know what you&#8217;re reviewing. This is another reason you and your team should work together to set objectives like <a href=\"https:\/\/monday.com\/blog\/project-management\/smart-goals\/\">SMART goals<\/a> for the year or quarter.<\/p>\n<p>If you&#8217;ve never set specific goals with your team, do so as soon as you can, instead of waiting until your next review period. Once you&#8217;re setting goals and holding reviews regularly, you can combine them into one meeting.<\/p>\n<p>Expectations deserve the same clarity as goals. A SMART goal is specific, measurable, achievable, relevant, and time-bound, so instead of &#8220;improve reporting,&#8221; you&#8217;d agree on &#8220;ship the weekly ops report every Monday by 10 am with zero missing fields.&#8221; When you and your report define both the target and what good looks like up front, the review becomes a check against a shared standard rather than a surprise. That &#8220;no surprises&#8221; principle underpins a fair review, because nothing discussed in the meeting should be the first time the employee hears about it.<\/p>\n<h3>Step 2: Take notes and gather feedback between reviews<\/h3>\n<p>Next, make sure you&#8217;re reviewing performance more often than you hold official reviews. Sitting down once a year or quarter and trying to remember all of someone&#8217;s strengths, weaknesses, and accomplishments at once can easily make your brain hurt. Taking that approach with an entire team will only make it harder for everyone to succeed.<\/p>\n<p>Instead, try to make a note of things as they occur. When you notice a certain behavior is becoming a habit, put it in the file. When you realize how big a role they played in a recent win, put it in the file.<\/p>\n<p>This way, when it&#8217;s time to prepare your notes for the review, you don&#8217;t need to worry about remembering details of the past 3 to 12 months. You can simply read over your notes and look for patterns, outliers, and other discussion points.<\/p>\n<p>Your own notes are one input, not the whole picture. Gathering feedback from more than one source gives you a fuller, fairer view of how someone works across the team. Pulling in peer, upward, and cross-functional perspectives gives you a more balanced read on performance and reduces single-rater bias. A lightweight 360 approach, where you collect input from a few peers and cross-functional partners, surfaces strengths and blind spots you might miss on your own and reduces the pull of a single recent memory.<\/p>\n<h3>Step 3: Share an agenda and self-evaluation in advance<\/h3>\n<p>Remember that you&#8217;re not the only one in the room at this review. Just as in-the-moment notes help you prepare for the meeting, giving your team members their materials in advance helps them do the same.<\/p>\n<p>At least a week or two ahead of an <a href=\"https:\/\/monday.com\/blog\/task-management\/employee-review-template\/\">employee<\/a>&#8216;<a href=\"https:\/\/monday.com\/blog\/task-management\/employee-review-template\/\">s review<\/a>, show them the game plan. If you&#8217;re having them complete a self-evaluation, this gives them time to think about and fill out their answers. Even if not, this gives them time to reflect on their own performance and prepare any questions or conversations they want to have with you.<\/p>\n<p>Letting your team prepare for these reviews as thoroughly as you do makes it a two-way conversation about improving your team&#8217;s performance, instead of you delivering a one-way critique.<\/p>\n<p>A good self-evaluation asks the employee to rate progress against each goal, name a win they&#8217;re proud of, and flag where they want more support. When they arrive with that reflection done, you spend the meeting comparing perspectives rather than delivering a verdict. Where your view and theirs differ, you&#8217;ve found the most valuable conversation in the whole review.<\/p>\n<h3>Step 4: Give specific, respectful feedback<\/h3>\n<p>Finally, we&#8217;re ready to talk about the review meeting itself. If you follow the steps above, the meeting is the easiest part. Still, simple can be uncomfortable, if not downright awkward.<\/p>\n<p>The best way to keep the review as comfortable as possible is to remember your respect. You don&#8217;t need to barrage anyone with a monologue of complaints, nor do you need to sugarcoat any true critiques. And definitely don&#8217;t condescend to them with &#8220;compliment sandwiches&#8221; or any other stilted, impersonal frameworks you might have heard of in the past.<\/p>\n<p>Speak clearly and directly with your employee like you normally would. Rather than hiding negative feedback, address it outright so the rest of the meeting can focus on addressing it and improving the situation.<\/p>\n<p>What should you not say during a performance review? Avoid vague judgments about the person, such as &#8220;you&#8217;re not a team player,&#8221; because they give someone nothing to act on. A reliable technique is to describe the specific behavior you observed, then state its impact. Compare these two:<\/p>\n<ul>\n<li><strong>Vague:<\/strong> &#8220;Your communication needs work&#8221;<\/li>\n<li><strong>Specific:<\/strong> &#8220;In the last two launches, status updates arrived a day after the deadline, which left the design team guessing, so let&#8217;s agree on a Friday cadence&#8221;<\/li>\n<\/ul>\n<p>The specific version focuses on behavior instead of personality, ties it to a real consequence, and points toward a fix. That&#8217;s feedback someone can actually use.<\/p>\n<h3>Step 5: Make the review a two-way conversation<\/h3>\n<p>A review should feel like a dialogue, not a verdict. You&#8217;ve already set that up by sharing an agenda and inviting a self-evaluation, so now protect it in the room. Ask open questions, then listen more than you talk, and give the employee space to explain their view before you respond.<\/p>\n<p>Good questions do most of the work here. A few to keep on hand:<\/p>\n<ul>\n<li><strong>Looking back:<\/strong> &#8220;Which accomplishment from this period are you most proud of, and what made it work?&#8221;<\/li>\n<li><strong>Obstacles:<\/strong> &#8220;Where did you feel blocked, and what got in the way?&#8221;<\/li>\n<li><strong>Support:<\/strong> &#8220;What can I do differently to help you do your best work?&#8221;<\/li>\n<li><strong>Growth:<\/strong> &#8220;What skill do you most want to build over the next quarter?&#8221;<\/li>\n<li><strong>Alignment:<\/strong> &#8220;How well do your current goals match what you want from your role?&#8221;<\/li>\n<\/ul>\n<p>When people help shape the conversation, they leave more committed to whatever you decide together, and you learn things about the work that you&#8217;d never see from your seat.<\/p>\n<h3>Step 6: End with an action plan<\/h3>\n<p>A common trap is doling out actionable feedback that makes it hard for employees to improve between review periods. Think about it: after spending 30 minutes talking about ways your work can improve, wouldn&#8217;t you feel overwhelmed?<\/p>\n<p>Instead of just <a href=\"https:\/\/monday.com\/blog\/teamwork\/give-constructive-feedback-employees\/\">throwing a mountain of feedback<\/a> at someone in the review, discuss what specific steps your employees can take once the meeting is over. This can include a <a title=\"performance improvement plan\" href=\"https:\/\/monday.com\/blog\/task-management\/performance-improvement-plan-templates\/\">performance improvement plan<\/a>, a new set of SMART goals, or a short to-do list of one-time tasks. Choose the option that best suits the employee, since the goal is to help them improve.<\/p>\n<p>This way, your employee leaves with a clear answer to &#8220;what&#8217;s next?&#8221; Not to mention that looking to the future can be a more aspirational and motivating way to end the review than discussing past mistakes.<\/p>\n<p>Make each commitment concrete by writing it down with an owner and a date, so you can both point to the same plan later. Two or three focused goals will move the needle faster than a long list nobody can act on.<\/p>\n<h3>Step 7: Follow up after the review<\/h3>\n<p>The review isn&#8217;t finished when the meeting ends. Without follow-up, even the clearest action plan fades within a week, and the next review starts from scratch. Following up is how you turn a single conversation into continuous feedback that compounds over time.<\/p>\n<p>Put a few simple habits in place to keep momentum:<\/p>\n<ul>\n<li><strong>Schedule check-ins:<\/strong> book short recurring one-on-ones to revisit the action plan while it&#8217;s still fresh<\/li>\n<li><strong>Track commitments:<\/strong> keep the agreed goals somewhere you both can see progress, not buried in a document nobody reopens<\/li>\n<li><strong>Set reminders:<\/strong> use recurring nudges so review commitments and deadlines don&#8217;t quietly slip<\/li>\n<\/ul>\n<p>Consistent follow-up signals that the review mattered, and it gives you real evidence to draw on when the next cycle comes around.<\/p>\n"}]},{"main_heading":"Common performance review mistakes to avoid","content_block":[{"acf_fc_layout":"text","content":"<p>Even a well-intentioned review can fall flat when a few familiar habits creep in. Most of these mistakes come from rushing preparation or defaulting to old scripts. Watch for these, and you&#8217;ll sidestep the traps that make reviews feel unfair or forgettable.<\/p>\n<ul>\n<li><strong>Recency bias:<\/strong> judging the whole period by the last few weeks. Your running notes from Step 2 fix this<\/li>\n<li><strong>Vague feedback:<\/strong> saying &#8220;be more proactive&#8221; without an example the person can act on<\/li>\n<li><strong>The compliment sandwich:<\/strong> burying a real concern between two compliments, which muddies the message and feels insincere<\/li>\n<li><strong>A one-way monologue:<\/strong> talking at the employee instead of inviting their perspective<\/li>\n<li><strong>Springing surprises:<\/strong> raising a serious issue for the first time in the review rather than when it happened<\/li>\n<li><strong>No follow-up:<\/strong> agreeing on next steps and never revisiting them<\/li>\n<\/ul>\n"}]},{"main_heading":"Continuous feedback vs annual reviews","content_block":[{"acf_fc_layout":"text","content":"<p>How often should you conduct performance reviews? More than once a year. A single annual sit-down leaves too much time between feedback, so issues linger and wins fade from memory. That&#8217;s why Gallup recommends reframing the annual event as ongoing <a href=\"https:\/\/www.gallup.com\/workplace\/215927\/performance-management.aspx\">&#8220;progress reviews&#8221; built on continual coaching<\/a> rather than a single yearly verdict. The table below shows why a continuous rhythm tends to work.<\/p>\n"}]},{"main_heading":"","content_block":[{"acf_fc_layout":"image","image_type":"normal","image":361621,"image_link":""}]},{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"\n<table id=\"tablepress-3850\" class=\"tablepress tablepress-id-3850\">\n<thead>\n<tr class=\"row-1\">\n\t<th class=\"column-1\">Dimension<\/th><th class=\"column-2\">Annual review<\/th><th class=\"column-3\">Continuous feedback<\/th>\n<\/tr>\n<\/thead>\n<tbody class=\"row-striping row-hover\">\n<tr class=\"row-2\">\n\t<td class=\"column-1\">Frequency<\/td><td class=\"column-2\">Once a year<\/td><td class=\"column-3\">Ongoing, with three to four check-ins<\/td>\n<\/tr>\n<tr class=\"row-3\">\n\t<td class=\"column-1\">Feedback timing<\/td><td class=\"column-2\">Delayed, often months after the event<\/td><td class=\"column-3\">Close to when the work happens<\/td>\n<\/tr>\n<tr class=\"row-4\">\n\t<td class=\"column-1\">Recall accuracy<\/td><td class=\"column-2\">Relies on memory and recency bias<\/td><td class=\"column-3\">Draws on fresh, specific examples<\/td>\n<\/tr>\n<tr class=\"row-5\">\n\t<td class=\"column-1\">Employee experience<\/td><td class=\"column-2\">High-stakes and often stressful<\/td><td class=\"column-3\">Lower pressure and more motivating<\/td>\n<\/tr>\n<tr class=\"row-6\">\n\t<td class=\"column-1\">Course correction<\/td><td class=\"column-2\">Once a year, so issues linger<\/td><td class=\"column-3\">Fast, so small issues stay small<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<!-- #tablepress-3850 from cache -->\n<p>You don&#8217;t have to abandon a formal annual moment. The goal is to surround it with lighter, more frequent conversations so nothing waits twelve months to be addressed.<\/p>\n<p><a class=\"cta-button blue-button\" href=\"https:\/\/auth.monday.com\/users\/sign_up_new\" target=\"_blank\" rel=\"noopener\" aria-label=\"Get started with monday.com\" data-index=\"2\">Get started with monday.com<\/a><\/p>\n"}]},{"main_heading":"","content_block":[{"acf_fc_layout":"text","content":"<div class=\"accordion faq\" id=\"faq-performance-review-questions-to-ask\">\n  <h2 class=\"accordion__heading section-title text-left\">Frequently asked questions<\/h2>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-1\"\n      aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">What are the 5 C's of a performance review?        <svg class=\"angle-arrow angle-arrow--down\" width=\"32\" height=\"32\" viewBox=\"0 0 32 32\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n          <path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M16.5303 20.8839C16.2374 21.1768 15.7626 21.1768 15.4697 20.8839L7.82318 13.2374C7.53029 12.9445 7.53029 12.4697 7.82318 12.1768L8.17674 11.8232C8.46963 11.5303 8.9445 11.5303 9.2374 11.8232L16 18.5858L22.7626 11.8232C23.0555 11.5303 23.5303 11.5303 23.8232 11.8232L24.1768 12.1768C24.4697 12.4697 24.4697 12.9445 24.1768 13.2374L16.5303 20.8839Z\" fill=\"black\"\/>\n        <\/svg>\n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-1\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>The 5 C's are a common framework for structuring a review: clarity, communication, consistency, collaboration, and commitment. Together they remind managers to set clear expectations, talk openly, review fairly on a regular cadence, make the conversation two-way, and agree on next steps.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-2\"\n      aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How long should a performance review take?        <svg class=\"angle-arrow angle-arrow--down\" width=\"32\" height=\"32\" viewBox=\"0 0 32 32\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n          <path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M16.5303 20.8839C16.2374 21.1768 15.7626 21.1768 15.4697 20.8839L7.82318 13.2374C7.53029 12.9445 7.53029 12.4697 7.82318 12.1768L8.17674 11.8232C8.46963 11.5303 8.9445 11.5303 9.2374 11.8232L16 18.5858L22.7626 11.8232C23.0555 11.5303 23.5303 11.5303 23.8232 11.8232L24.1768 12.1768C24.4697 12.4697 24.4697 12.9445 24.1768 13.2374L16.5303 20.8839Z\" fill=\"black\"\/>\n        <\/svg>\n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-2\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>Most one-on-one reviews run 45 to 60 minutes. That's enough time to discuss the past period, exchange feedback, and agree on an action plan without rushing, as long as both people are prepared in advance.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-3\"\n      aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">What is a 360-degree performance review?        <svg class=\"angle-arrow angle-arrow--down\" width=\"32\" height=\"32\" viewBox=\"0 0 32 32\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n          <path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M16.5303 20.8839C16.2374 21.1768 15.7626 21.1768 15.4697 20.8839L7.82318 13.2374C7.53029 12.9445 7.53029 12.4697 7.82318 12.1768L8.17674 11.8232C8.46963 11.5303 8.9445 11.5303 9.2374 11.8232L16 18.5858L22.7626 11.8232C23.0555 11.5303 23.5303 11.5303 23.8232 11.8232L24.1768 12.1768C24.4697 12.4697 24.4697 12.9445 24.1768 13.2374L16.5303 20.8839Z\" fill=\"black\"\/>\n        <\/svg>\n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-3\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>A 360-degree review gathers feedback on an employee from multiple sources, typically their manager, peers, direct reports, and sometimes cross-functional partners. It gives a fuller, more balanced picture than a single manager's view and helps reduce individual bias.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-4\"\n      aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How often should performance reviews happen?        <svg class=\"angle-arrow angle-arrow--down\" width=\"32\" height=\"32\" viewBox=\"0 0 32 32\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n          <path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M16.5303 20.8839C16.2374 21.1768 15.7626 21.1768 15.4697 20.8839L7.82318 13.2374C7.53029 12.9445 7.53029 12.4697 7.82318 12.1768L8.17674 11.8232C8.46963 11.5303 8.9445 11.5303 9.2374 11.8232L16 18.5858L22.7626 11.8232C23.0555 11.5303 23.5303 11.5303 23.8232 11.8232L24.1768 12.1768C24.4697 12.4697 24.4697 12.9445 24.1768 13.2374L16.5303 20.8839Z\" fill=\"black\"\/>\n        <\/svg>\n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-4\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>Aim for more than the traditional once-a-year review. Gallup recommends ongoing progress reviews supported by lighter continuous feedback, so most teams benefit from quarterly check-ins layered on top of a formal annual review.<\/p>\n    <\/div>\n  <\/div>\n    <div class=\"accordion__item\">\n    <a class=\"accordion__button d-block\" data-toggle=\"collapse\" data-parent=\"#faq-performance-review-questions-to-ask\" href=\"#q-performance-review-questions-to-ask-5\"\n      aria-expanded=\"false\">\n      <h3 class=\"accordion__question\">How does monday AI Workspace support performance reviews?        <svg class=\"angle-arrow angle-arrow--down\" width=\"32\" height=\"32\" viewBox=\"0 0 32 32\" fill=\"none\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\">\n          <path fill-rule=\"evenodd\" clip-rule=\"evenodd\" d=\"M16.5303 20.8839C16.2374 21.1768 15.7626 21.1768 15.4697 20.8839L7.82318 13.2374C7.53029 12.9445 7.53029 12.4697 7.82318 12.1768L8.17674 11.8232C8.46963 11.5303 8.9445 11.5303 9.2374 11.8232L16 18.5858L22.7626 11.8232C23.0555 11.5303 23.5303 11.5303 23.8232 11.8232L24.1768 12.1768C24.4697 12.4697 24.4697 12.9445 24.1768 13.2374L16.5303 20.8839Z\" fill=\"black\"\/>\n        <\/svg>\n      <\/h3>\n    <\/a>\n    <div id=\"q-performance-review-questions-to-ask-5\" class=\"accordion__answer collapse collapse--md\" data-parent=\"#faq-performance-review-questions-to-ask\">\n      <p>It keeps review goals, feedback history, and follow-up on one connected platform, with Goals &amp; OKRs for tracking, dashboards for real-time visibility, and automations for reminders. monday agents can also summarize review conversations and read feedback tone.<\/p>\n    <\/div>\n  <\/div>\n  <script type='application\/ld+json'>{\n    \"@context\": \"https:\\\/\\\/schema.org\",\n    \"@type\": \"FAQPage\",\n    \"mainEntity\": [\n        {\n            \"@type\": \"Question\",\n            \"name\": \"What are the 5 C's of a performance review?\",\n            \"acceptedAnswer\": {\n                \"@type\": \"Answer\",\n                \"text\": \"<p>The 5 C's are a common framework for structuring a review: clarity, communication, consistency, collaboration, and commitment. 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