Preparing for a performance review
A conversation about your performance is approaching. You want to show what is going well and discuss what you need to progress. Bring specific examples so the meeting produces more than a broad judgement or a list of good intentions.
SPAALO editorial team · · General conversation support
Collect examples of results and obstacles, choose two discussion points and agree support, expectations and a follow-up date.
Three practical actions
Build a balanced picture
Review goals and agreements from the previous conversation. Note what you achieved, what did not work and which circumstances mattered. Show examples of your contribution rather than only counting activities. Ask beforehand which topics and assessment process will be used during this particular meeting.
Choose your main requests
Prepare one development goal and one working condition that would make a meaningful difference. This might involve clearer priorities, guidance or a task you want to learn. Identify your own contribution too. When receiving feedback, ask for observable behaviour and an example of improvement.
Make follow-up practical
Summarise expectations, available support and who will arrange each step. Put a date against training, a new assignment or a review. Read any written summary carefully and ask for clarification if it differs from your understanding of the discussion, before letting uncertainty continue.
What you can say
Use words that feel natural to you and replace the details with what is happening in your situation.
I changed the handover process. The last four files were complete when they reached the next colleague. I would like to build on that.
You mentioned greater ownership. In which situation was that missing, and what behaviour would you have wanted to see?
I want to learn this task. Can we agree who will guide me and when we will assess whether I can work independently?
What changes with your circumstances?
You receive unexpected criticism
Ask for examples and take time to understand them. You do not have to give a final response to every point immediately. Arrange another discussion if needed.
The meeting includes a formal assessment
Ask how assessment, development and any pay discussion relate to each other. Processes vary by organisation; prepare around the arrangement that actually applies to you.
There are few previous goals
Use your current responsibilities as a starting point and propose clear expectations. Ask which outcomes will matter most during the next period.
If the conversation is still not moving forward
Send or check the brief summary and schedule the agreed follow-up. Complete your own actions as well. If expectations remain unclear, ask promptly rather than waiting for the next annual meeting. Development usually needs several conversations and visible progress between them, with support checked as circumstances or responsibilities change.
A pitfall to avoid
Avoid bringing only achievements or only problems. Do not promise major improvement without discussing the time, resources or guidance it requires.
Make it specific to your role.
Which two topics should lead to a specific agreement in your performance conversation?
Describe it in the SPAALO app. Choose your role for practical guidance on what you can do and say. Do not include names or confidential information.
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