Performance Reviews Manager

Performance Reviews - Manager Reference

Manager Preparation

Managers should prepare thoroughly before any review meeting. A rushed or poorly prepared review damages trust and undermines the process.

Before the meeting:

  • Review the employee's self-assessment
  • Pull attendance records, any written warnings or coaching notes, and the previous review
  • Gather specific examples for each performance criterion - both strengths and areas for improvement
  • Review client feedback, retail numbers, or other measurable data if available
  • Draft ratings and written comments before the meeting; do not complete the form during the conversation
  • Identify two or three key themes to focus on

Best practices for giving feedback:

  • Be specific. Instead of "your client communication could be better," say "on two occasions in January, clients mentioned at checkout that they were unsure how long their service would take - let's talk about how to set expectations upfront."
  • Be balanced. Acknowledge genuine strengths before moving to areas for growth.
  • Be future-focused. Frame development areas as opportunities: "Here is what I want to see more of going forward."
  • Listen. The review is a two-way conversation.
  • Avoid surprises. If an employee is hearing about a serious problem for the first time in a review, the ongoing feedback process has broken down.
  • Stay job-related. Every point of feedback should tie to job requirements, performance criteria, or workplace policies.

Documentation

Review Form

  • A standard performance review form is used for all formal reviews
  • Includes: employee name, position, review period, ratings for each criterion, written comments, self-assessment summary, goals for the next period, and signatures
  • Ratings use a consistent scale (e.g., Does Not Meet Expectations / Meets Expectations / Exceeds Expectations)

Signatures

  • Both the manager and employee sign the completed form
  • If the employee declines to sign, note "Employee declined to sign" and sign as witness
  • Employees may attach a written response; retain it with the review

Retention

  • Original signed review in the employee's personnel file
  • Copy provided to the employee at the time of the review
  • Retained for the duration of employment plus a minimum of three years after separation
  • Kept confidential and accessible only to authorized managers and the employee

Legal Considerations

Performance reviews are legal documents. California employers face significant exposure when reviews are inconsistent, inaccurate, or contain discriminatory language.

Consistency

  • Apply the same criteria, rating scale, and process to all employees in comparable roles
  • Do not evaluate some employees on criteria others are not held to
  • If standards change, update criteria and communicate the change before holding employees accountable

Job-Related Criteria Only

  • Every rating and comment must relate to actual job duties, conduct, or performance
  • Do not comment on or draw conclusions based on any protected characteristic
  • Do not make assumptions about availability, reliability, or future performance based on protected status

Language

  • Use objective, behavioral language: describe what the employee did, not who they are
  • Avoid subjective characterizations ("attitude problem") without specific behavioral examples
  • Document observations, not inferences

Accommodation Considerations

  • If performance has been affected by a disability or medical condition, consult the accommodation process before documenting at face value
  • Do not penalize an employee for absences protected under CFRA, PDL, FMLA, or protected sick leave

Retaliation

  • Do not lower ratings in response to a complaint, accommodation request, leave of absence, or other protected activity
  • If a manager has a personal conflict with an employee, consider involving a second reviewer

When in Doubt

Consult an employment attorney or HR professional before finalizing a review that involves a performance improvement plan, a potential termination, or any employee who has recently engaged in protected activity.

Ratings Must Be Honest

Inflating a review to avoid a difficult conversation creates legal exposure and undermines the process. Document accurately. Positive reviews can coexist with prior discipline - if an employee received a warning early in the period and then improved, acknowledge both the prior issue and the improvement.

Last reviewed: March 2026