Performing effective performance reviews for managers is a critical part of any organization's talent management strategy. With the right performance review template and process, companies can provide constructive feedback, set clear expectations, identify development opportunities, and boost manager performance.
This comprehensive guide will provide managers with performance review templates and instructions on how to write an impactful performance evaluation.
A performance review for managers is a formal assessment and discussion to evaluate a manager’s performance and productivity over a certain time period. These reviews are typically conducted on an annual or bi-annual basis by the manager’s direct supervisor.
The goal of a management performance review is to:
Well-executed manager performance reviews lead to higher engagement, productivity, and staff retention rates.
Management performance reviews serve several important functions:
The review process allows executives to communicate responsibilities, objectives, and expectations to managers so there is no confusion on job duties or priorities.
Managers gain insight into their strengths and weaknesses. Reviews shed light on blindspots so managers can course correct when necessary.
Discussions can reveal goals managers have to progress their careers. Companies can then provide leadership training, coaching, or stretch assignments.
Strong performance and contributions may warrant a salary increase, bonus, or promotion to motivate and reward excellent managers.
Reviews enable executives to share company-wide objectives so managers can pivot to focus on critical targets for the next cycle.
By facilitating open communication and clarity into successes and development areas, performance reviews lead to better leadership and business results.
Most companies have manager performance discussions twice per year – mid-year and end-of-year. More frequent meetings can help align priorities and provide feedback in real-time.
Here are some best practices on timing:
While formal documentation may occur 1-2 times per year, regular informal discussions are encouraged to solicit input, provide coaching, and foster growth.
Follow this 10-step process for constructive performance reviews:
Set clear objectives and responsibilities for managers at the start of each performance period so they know what success entails. Define quantitative and qualitative goals across categories like:
Make sure goals align with corporate priorities so all efforts ladder up to overarching business objectives.
One supervisor alone cannot objectively evaluate managers across an entire organization. Gather 360 feedback from:
Anonymous surveys allow stakeholders to provide candid insight into working relationships, effectiveness of collaboration, leadership capabilities and potential blindspots.
Calendar annual or bi-annual meetings well in advance so managers can prepare updates on accomplishments. Allot 60-90 minutes to allow enough time to have a robust, meaningful discussion.
Prior to the official review, have managers complete self-evaluations assessing their own performance across goals, leadership competencies, contributions and areas for improvement.
This reflection exercise makes reviews more collaborative vs. one-sided directive sessions.
Gather all relevant data into one place to facilitate an efficient, productive meeting, including:
During the meeting, have an open dialogue focused on facts and observable evidence vs. opinion or hearsay.
Maintain a conversational, non-confrontational tone to encourage ongoing transparency and trust.
Shift the focus to targeted, positive and insightful feedback managers can act upon rather than criticism:
The 70/30 feedback rule works well – 70% discussing what managers are doing right supplemented by 30% of recommendations to get even better. People are far more motivated through positive reinforcement vs. correction.
Reset objectives for the next performance cycle in alignment with updated organizational objectives. Ensure they cascade and align all the way from corporate goals down to frontline targets so all activity ladders up into meaningful business impact.
Also define targeted development areas and training plans to build capabilities in manager blindspots revealed during this review cycle.
If managers have met or exceeded all performance targets, determine appropriate rewards such as:
Nothing demonstrates appreciation or motivates high achievement more than meaningful financial and career growth opportunities.
Formalize the performance evaluation, including:
Have managers acknowledge receipt to close the feedback loop. Store paperwork in personnel files in accordance with company policies and local regulations.
Here are a few self-assessment and manager examples across some core leadership competencies:
Self-Assessment Example
My department exceeded revenue targets this year by 9% through upselling high-margin warranty offerings. I stayed abreast of emerging industry trends through associations and implemented several process efficiencies, including updated QA checklists and digitized reporting. I aim to continue driving profitability through introducing new quality assurance protocols to limit pricing exceptions next review cycle.
Manager Example
John consistently makes sound decisions rooted in financial prudence and operational realities facing his business unit. He balances budgets meticulously while ensuring teams have adequate development resources. John excelled managing expenses this period, coming in 14% under budget by diligently tracking variances and identifying cost optimization areas through technology upgrades. With his promotion to Senior Director, I would advise more exposure to long range planning to round out his experience as he takes on more complex responsibilities this next year.
Self-Assessment Example
I am proud of the strong collaboration I fostered across business units this year on a new product launch. I unified channel partners early and often to align on objectives, keeping stakeholders engaged through regular project team updates. Next year I aim to improve influencing without authority capabilities by finding opportunities to inspire action across peers managing similarly complex projects.
Manager Example
Kelly has masterful relationship building talents and understands the power of partnerships to drive shared success. She co-led the largest project team in company history across 4 business units and geographies, unifying 60 people efficiently through her magnetic leadership style. Kelly has a keen sense for group dynamics and knows how to motivate others to follow
Manager Name: [Insert Name]
Review Period: [Insert start and end dates]
I. Performance Review Objectives
II. Key Responsibilities
III. Goals Assessment
IV. Competencies Assessment
V. Contributions & Achievements
VI. Areas for Improvement & Development Plans
VII. Forward-Looking Goals
VIII. Additional Feedback
IX. Overall Performance Rating
X. Manager Comments
XI. Signatures & Next Steps