The annual performance review has a poor reputation — and usually for good reason. When feedback only flows once a year, it arrives as a surprise rather than a continuation of ongoing dialogue.
Set objectives at the start of the cycle
Objectives should be agreed in writing at the beginning of the review period. Both manager and employee sign off. This removes ambiguity about what success looks like and makes the review a factual assessment rather than a subjective one.
Mid-cycle check-ins change everything
A single 30-minute conversation halfway through the review cycle prevents 90% of end-of-year surprises. It gives managers a chance to course-correct and employees a chance to ask for support.