Preparing for an annual review involves giving both the manager and the employee a common foundation before the meeting. This preparation involves gathering the facts, clarifying the purpose of the discussion, preparing questions, and establishing initial benchmarks for the future.

An annual review isn’t something you prepare for the day before by quickly filling out a checklist. The manager needs to take a step back and reflect on the past year. The employee should also be able to prepare a summary of their performance, the challenges they faced, and their expectations. The performance review is primarily intended to analyze the work completed, the challenges encountered, and future goals. It should not be confused with the career development interview, which focuses on career progression and training.

Here is a six-step method for preparing a productive, clear, and immediately actionable annual review.

1. Make employees active participants in the preparation process

Preparing for an annual review begins with joint preparation. The employee should not be surprised by the topics discussed when they sit down with their manager. They should be provided with a framework, questions, and sufficient time to prepare their responses.

Send an outline before the meeting. Ask the employee to prepare a few simple items:

• his major achievements;
• the difficulties encountered;
• the skills required;
• the factors that helped or hindered him;
• his desire for growth;
• the actions he wishes to take.

The goal isn't to ask them to write a long paper. A short self-assessment is enough to get the ball rolling.

You can ask him the following questions.

• ‍What achievement are you most satisfied with this year?
• What obstacle had the greatest impact on your work?
• What skill have you developed?
• Which skill would you like to improve?
• What kind of support do you need to make progress?
• What topic would you definitely like to discuss during the interview?

Present this assignment as a contribution to the discussion. It should not feel like an additional test.

Sample message to send

"Before our meeting, please take a few minutes to jot down your key accomplishments, the challenges you’ve faced, and the topics you’d like to discuss. We’ll use this information to prepare for a productive discussion and outline the next steps."
This phrasing gives the employee some room to reflect. It also provides an initial indication of the type of discussion expected.

2. Define the purpose of the interview

A well-prepared annual review answers a simple question: What should be clearer by the end of the meeting? The manager should formulate this answer before preparing their questions and messages.

Complete the following sentence: "By the end of this interview, I want us to have clarified…"

The answer may address:

• a review of the year;
• future priorities;
• an area of development;
• a persistent problem;
• the resources needed to succeed;
• mutual expectations.

Don't pursue all of these goals with the same intensity. Choose the topic that deserves the most time.

A performance review focused on development isn't prepared the same way as an administrative discussion about compensation or a promotion. While the two conversations may overlap, they don't have the same objective.

Example

For an employee who is experiencing difficulties, the goal may be to clarify the obstacles they are facing, define realistic expectations, and agree on next steps. For an independent employee, the goal may be to identify the skills to develop and the responsibilities to take on in the coming period. This step prevents the manager from arriving with a list of topics in no particular order.

3. Set goals related to your actual work

Preparing the objectives for an annual review involves linking the company’s priorities to the employee’s day-to-day work. A useful objective describes what needs to change, under what conditions, and with what support.

The objectives may include:

• an expected result;
• a skill to develop;
• professional conduct;
• a new responsibility;
• improved cooperation;
• a learning step.

Avoid overly general statements, such as: "Improve communication with the team."

Choose wording that describes an observable change: "Prepare decisions in advance of meetings and share the necessary information with the relevant people."

Next, add the requirements for passing:

• available resources;
• the support provided by the manager;
• how to track progress;
• the scheduled time for a progress update;
• circumstances that could cause the objective to change.

A goal should not reduce the exchange to a matter of control. It should help the employee understand what is expected and how to make progress.
For complex tasks, a learning or behavioral goal may be more useful than a rigid target. This approach allows for the realities of the work and the constraints encountered.

Example of a rephrasing

• ‍"Developing leadership skills": this phrasing is still too vague. It does not specify either the expected behavior or the situations involved.‍
• "Speak up more regularly during project meetings and make a recommendation before every major decision is made.": This second version provides a more concrete guideline. It also makes it easier to follow up.

4. Gather observable facts and feedback

Preparing for an annual review requires specific examples. General impressions are difficult to discuss and can come across as a personal judgment.

Compile a list of observable situations. For each one, note the context, what happened, the consequences, and the possible next step.

A useful example answers four questions:

• In what situation did the behavior occur?
• What specifically did you observe?
• What effect did that have?
• What should we try next?

Example

"During the project's preparation, information was shared too late. The team had to rush to address several issues. For the next deadline, we can set up a coordination meeting in advance."
This phrasing describes a situation. It avoids labeling it as a "lack of organization."

Feedback should help you understand a situation and prepare for what comes next. It should not be used to compile a list of complaints that come up during the meeting.

Also check the quality of your observations:

• Do the facts relate directly to work?
• Are the examples specific enough?
• Have you distinguished between the results and the behaviors?
• Will the employee be able to explain his or her situation?
• Are the proposed actions realistic?

Don't compile a long list of examples. Select the ones that truly shed light on the results or future goals.

5. Build a shared framework

An annual review outline provides a sequence of topics and serves as a reminder of the issues to be discussed. It helps both individuals prepare for the discussion without turning the conversation into a closed-ended questionnaire.

You can organize your preparation into five sections:

1. a review of the year;
2. achievements and challenges;
3. skills and areas for development;
4. the priorities for the next period;
5. support needs and commitments.

The page dedicated to the annual performance review form provides details on how to structure the sections, the criteria, and the questions to include.

Share the agenda early enough so that the employee can review it and prepare their responses. They need to understand the context of the meeting and the topics that will be discussed. The agenda should also specify what is expected of each person. Indicate which documents to review, which topics to prepare, and how to raise a question.

Be sure to leave some space as well

Add a section for topics the employee would like to discuss. This section helps ensure that the interview isn’t limited solely to the topics chosen by the manager.

• ‍I'd like to talk about my workload and the additional priorities that have come up this year.
• I'd like to understand what skills I need to develop to advance in my role.
• I'd like to revisit the issue of coordination with the other teams.

The manager maintains the framework. He does not shut down the conversation.

6. Prepare the questions and sensitive issues

Preparing questions for an annual review isn't about writing a script. It's about identifying entry points to delve deeper into the employee's responses.

Prepare open-ended questions on four topics: the results, the challenges, what was learned, and what’s next:

• ‍What helped you the most in achieving success this year?
• What problem did you have trouble solving?
• What would you like to do differently next year?
• What skill would help you in your role?
• What priority do we need to clarify together?
• What kind of support do you expect from your manager?

Be prepared for sensitive issues as well. A disagreement over performance reviews, poor performance, or a request for a promotion can change the dynamic of the meeting.

For each sensitive topic, note the following:

• facts to share;
• the question to ask;
• the desired result;
• room for discussion;
• possible actions.

Do not prepare an answer for the employee. Instead, lay the groundwork for a focused conversation. Facilitating the discussion, active listening, and managing disagreements are covered in another section. See the page Conducting Annual Reviews: Methods and Managerial Approach to prepare for this specific situation.

Checklist Before the Annual Review

Before sending out the invitation, check the following:

• The purpose of the interview is clearly defined.
• The employee knows the date and details of the meeting.
• He was asked to complete a self-assessment.
• The main achievements are documented.
• The difficulties are based on specific facts.
• Future goals are related to actual work.
• Support needs have been identified.
• The outline was shared in advance.
• The open-ended questions are ready.
• Sensitive issues were addressed in advance.
• There is time set aside for questions from employees.
• The distinction between this and a performance review is clear.

An annual review is prepared in advance of the meeting by the manager and the employee. This preparation should clarify the purpose of the discussion, gather relevant facts, set objectives, and allow time for questions. The checklist helps structure the discussion. It does not replace professional judgment or active listening. Start by defining what the review is intended to achieve. Then prepare the facts and questions that will support that objective. For more information, see our guide on developing an annual performance review checklist.