Conducting the Review Meeting

The key to delivering performance review is in the planning. Supervisors who properly plan are more confident and comfortable conducting review meetings with employees.

Planning for the Meeting

Complete the Planning Form

The Performance Review Planning Form (pdf) will help you make sure you are ready to deliver the performance review.



  • Use documentation that you’re gathered throughout the review period
  • Allow plenty of time
  • Personally arrange a time to meet with the employee
  • Arrange a neutral place to meet, other than your office
  • Review the job description to ensure its accuracy
  • Ask the employee for input
  • Write comments that you are prepared to defend and stand behind


  • Rely on your memory
  • Set aside one day, for eight one-hour meetings, with eight employees
  • Schedule other "more important" meetings immediately after a review meeting
  • Take other "more important" phone calls during the meeting
  • Make the employee feel like you have something better to do
  • Make the employee fill out the form
  • Tell the employee to update their own job description 

Meeting Outline

There are two major parts of a performance review meeting:

  • reviewing results
  • planning next steps

A typical outline for a review meeting would be:

  1. Begin with a "warm up" topic, something non-controversial to make the situation more comfortable (if you feel this is needed)
  2. State the purpose of the meeting and briefly outline topics to be covered
  3. Tell the employee to add information freely throughout the meeting
  4. Start by discussing positive past performance
  5. Indicate weaknesses and areas for improvement
  6. Seek the employee's opinions on how he/she could improve performance in targeted areas, as well as in areas already being performed well
  7. Offer your suggestions for improvement
  8. Discuss future performance objectives; create a plan for the next review cycle
  9. Discuss employee development needs and goals; create a development plan
  10. Ask the employee if he/she has any concerns to discuss
  11. Handle the administrative aspects as required by the unit, such as obtaining signatures and providing copies to the employee and the personnel file.
  12. Restate the employee's successes and reinforce your willingness to support them