How to Conduct a Year-End Review
- Jackie Vermeulen
- Nov 27, 2016
- 3 min read
Ah. Quarter Four: the end of an era. It’s time to run around a like black mamba* with your head cutoff because of all the quotas that need to be reached before 11:59PM New Year’s Eve. But that’s a concern for another time.
As a manager, Q4 often also signifies the additional work of preparing for the year-end review— a totally worthwhile addition to your already long to-do list. While these reviews don’t necessarily take place in quarter four because of aforementioned headless mamba activities, it’s time to start thinking about your meetings with direct reports to review performance and establish new expectations.
These reviews should be the culmination of many one-on-ones throughout the year. Because of this, there shouldn’t be any surprises unless something major changed. (If you skipped the frequent one-on-ones last year, nothing you can do about it now, so consider it as a New Year’s resolution for the one ahead.)
Okay, review time. Here’s what to do:
1. Prepare.
Review the goals you and the employee agreed upon at the beginning of the year. Look through meetings notes of one-on-ones you had with the employee and see how she progressed throughout the year.
Have examples ready and print two copies of any documents you will be referencing.
2. Ask other people to contribute.
Reach out to other people who work with the employee to get a 360 view of the employee’s successes and shortcomings. This will also help prevent a biased review on your part.
13. Ask the employee to prepare.
Provide an agenda and ask her to evaluate herself on the pre-determined goals. Also see if there are any examples of work she’d like to share with you.
4. Objectively assess and share.
You and the employee agreed upon quantifiable goals at the beginning of the year so you both would be able to unbiasedly assess her work. Share the good and the bad with facts to back them up.
And remember: all negativity and no positivity makes for a dull employee, and all positivity and no negativity makes for a dull employee.
5. Comment on softer criteria.
Aspects like attitude, teamwork, and drive are also important parts of your employee’s overall contribution and can be discussed…if relevant. Pleeease keep it professional if you don’t want HR knocking on your door.
This is a great time to explain why the employee is important to the team and how their achievements contributed to the greater good. Feeling valued brings purpose—besides the paycheck—and inspires the employee to continue to work hard.
6. Ask and listen.
How does the employee feel about their year? Do they agree with your assessment? Listen intently and offer to follow-up about topics of concern.
Look both ways. There’s no caution sign saying the year-end review is a one-way street. While you’re having the conversation, find out if there is something you could be doing differently to help them succeed.
7. Re-align accountabilities.
What goals should the employee have for next year? What should she continue to do? These goals do not need to be solidified at this time, but it’s helpful to get the conversation going.
8. Take notes.
Write down important talking points during your meeting. If your company does not have a system for completing reviews online, type these notes and send a copy to your employee via email to verify.
9. Sign it.
Once the employee has reviewed your notes and added their own, each of you should sign it to show you have the same understanding and are both held accountable.
Year-end reviews are a valuable opportunity for employees and managers to have a structured conversation about results and expectations.
The more feedback you can provide—the good, the bad, and the ugly—the more you can help your direct report succeed, which will help you succeed, which will prevent those last Q4 pushes. JK on that last part…wishful thinking. Hang in there, champ.
*You’re no chicken, hence the fierce black mamba replacement. Oh, and they slither, not run, but that didn’t sound flattering enough for you. No black mambas were hurt in the writing of the article.
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Jackie Vermeulen is the founder of The Career Mint. She works closely with the mentors and some off-site experts to address the hard-hitting career topics in articles like the one you’re reading now.
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