21 Tips for Common Pitfalls to Avoid in Your Performance Review Conversation

By Million Tips

Performance reviews are an important part of professional development and growth, both for employees and managers. However, these conversations can sometimes be challenging, leading to misunderstandings and frustration on both sides. In order to have a productive and effective performance review conversation, it’s important to avoid common pitfalls that can derail the process.

In this article, we’ll provide 21 tips for avoiding these pitfalls and having a successful performance review conversation that benefits both employees and managers. Whether you’re a new manager or a seasoned professional, these tips will help you navigate the performance review process with confidence and clarity.

Table of Contents

Tip #394: Performance Review Pitfall: Not being prepared

One of the most common pitfalls for managers during performance review conversations is not being prepared. This can lead to vague or incomplete feedback, which can leave employees feeling confused or unfulfilled. As such, it’s important for managers to take the time to prepare for these conversations by reviewing the employee’s performance and any relevant documentation.

performance review pitfalls

Preparing for a performance review conversation can involve a variety of steps. First, managers should review the employee’s job description and any performance metrics that are relevant to their role. This can help provide a clear picture of the employee’s strengths and weaknesses, and identify areas for improvement.

Managers should also review any documentation related to the employee’s performance, such as previous performance reviews or feedback from colleagues. This can help provide additional context and information about the employee’s work, and help managers tailor their feedback to the individual employee’s needs. By being prepared in this way, managers can conduct a more effective and productive performance review conversation that helps drive employee growth and development.

Tip #395: Performance Review Pitfall: Surprising the employee

One of the, if not the biggest, pitfalls during a performance review is to surprise the employee with performance concerns that they have never been made aware of during the review period. 

When a manager doesn’t address performance in a timely manner, they do a disservice to:

  1. the employee, because they are not making them aware that there is a problem and giving them the opportunity to correct it;  
  2. to the team, because more than likely they have observed and/or reported the concerns and they are left with the impression that their feedback doesn’t matter or that poor performance or behaviors are tolerated; 
  3. to themselves as managers, with the additional stress/anxiety from having the unaddressed problem performance or behavior present for a period of time, where it eventually reaches the tipping point and by then it may be too late. 

Trust is key in a manager-employee relationship, and that is not only shown when things are going well but also when they are not.

—Patty Hickok, Sr. Director Employee Relations, HRIS, and HR Operations, NANA Regional Corporation

Tip #396: Performance Review Pitfall: Assigning them a passive role

A performance review is a special occasion to discuss goals and objectives with the employee, reward the performance, or find new ways to improve productivity and performance. Therefore, one pitfall to avoid is giving employees a passive role. 

Performance review is not just the evaluation of performance, but the moment managers and employees can express their opinions, give and receive feedback and suggestions. If the employees are not completely involved, the performance review would not be effective.

—Natalia Brzezinska, Marketing and Outreach Manager, PhotoAiD

Tip #397: Performance Review Pitfall: Focusing on the negative

Another common pitfall for managers during performance review conversations is focusing solely on the negative aspects of an employee’s performance. While it’s important to provide feedback on areas for improvement, dwelling exclusively on these aspects can leave employees feeling discouraged and demotivated. As such, it’s important for managers to provide feedback that is both positive and negative.

Managers should take the time to acknowledge the employee’s strengths and accomplishments during the performance review conversation. This can help build trust and goodwill between the employee and manager, and provide a foundation for discussing areas for improvement in a constructive way.

When discussing areas for improvement, managers should focus on specific examples and provide actionable feedback. Rather than simply criticizing an employee’s performance, managers should provide concrete suggestions for how the employee can improve and grow in their role. By striking a balance between positive and negative feedback, managers can conduct a more effective and engaging performance review conversation that motivates employees to grow and develop.

Tip #398: Performance Review Pitfall: Only criticizing what can’t be improved

One pitfall to avoid is criticism or what’s not working. Instead, focus on what is and what could be improved. 

Everyone makes mistakes and one of the most detrimental things we can do during a performance review is to criticize our employees. Instead, it’s important to offer suggestions from a place of constructiveness so that the person can learn and improve. And if you offer praise first, they are more likely to receive areas of improvement.

—Asma Hafejee, Senior Marketing Executive, CMR Surgical

Tip #399: Performance Review Pitfall: Focusing exclusively on negativity

One pitfall to avoid when having a performance review conversation with an employee is to focus solely on the negative aspects of their performance. It’s easy to get caught up in discussing areas where the employee needs improvement, but it is also important to acknowledge their strengths and successes. 

Focusing only on weaknesses can leave the employee feeling demotivated and undervalued, which can ultimately lead to decreased performance. Instead, it is important to provide balanced feedback that acknowledges both areas of strength and areas for improvement and to work collaboratively with the employee to create a plan for growth and development. 

By taking a more constructive and supportive approach to performance reviews, managers can help employees feel more engaged and motivated to improve.

—Tony Deblauwe, VP, Human Resources, Celigo

Tip #400: Performance Review Pitfall: Using vague language

Using vague language during a performance review conversation can lead to misunderstandings and confusion for employees, and can prevent managers from providing effective feedback. It’s important for managers to use specific and measurable language when discussing performance with employees.

One way to avoid using vague language is to use concrete examples of an employee’s work, and to discuss specific behaviors or actions that contributed to their success or areas for improvement. For example, instead of simply stating that an employee needs to “improve communication skills,” a manager could provide specific examples of times when the employee’s communication was unclear or ineffective, and provide suggestions for improvement.

Another way to use specific language during performance review conversations is to use quantitative data whenever possible. This might include metrics such as sales numbers, customer satisfaction ratings, or project completion times. By providing specific data and metrics, managers can give employees a clear picture of their performance, and help them understand how their work is impacting the organization as a whole.

Tip #401: Performance Review Pitfall: Giving the compliment sandwich

When providing feedback, especially in the context of a performance review, it’s best to focus on the topic at hand and avoid the “compliment sandwich” — “You’re great at X. You could do better at X. You’re really great at X.” 

Although performance reviews can be scary, a skilled manager would provide continuous feedback throughout the year and not twice annually during a performance review cycle, so theoretically, no feedback should be surprising. It’s ideal to focus on the particular topic/question and then share actionable insights on how to improve X or change X based on the individual employee.

—Megan Dias, Career Services Coach, Parsity

Tip #402: Performance Review Pitfall: Being too general

I can say with confidence that one of the biggest pitfalls to avoid during a performance review conversation with an employee is being too general. Providing vague feedback like “good job” or “needs improvement” doesn’t give the employee specific areas to focus on and can leave them feeling confused and unmotivated. 

It’s important to be clear and concise when offering feedback on the employee’s strengths and areas for improvement, giving specific examples to support your points. This approach will not only help the employee understand the areas they need to work on but will also show that you value their contributions and are invested in their success.

—Basana Saha, Founder and Editor, KidsCareIdeas

Tip #403: Performance Review Pitfall: Making assumptions

Making assumptions about an employee’s performance or behavior can be a major pitfall for managers during performance review conversations. Assumptions can lead to misunderstandings and unfair evaluations, and can prevent managers from providing accurate and constructive feedback. As such, it’s important for managers to avoid making assumptions, and to gather all the relevant information before making any judgments.

One way to avoid making assumptions is to conduct regular check-ins with employees throughout the year, rather than relying solely on the annual performance review conversation. These check-ins can provide managers with ongoing feedback and insight into an employee’s work and behavior, and can help prevent misunderstandings from developing over time.

When preparing for a performance review conversation, managers should take the time to review all relevant information and documentation, including any feedback from colleagues or other managers. This can help provide a more complete picture of the employee’s work and behavior, and prevent managers from making assumptions based on incomplete information.

Tip #404: Performance Review Pitfall: Avoiding factual evidence

When having a performance conversation with someone, avoid using speculation or emotive statements. Stick to the facts and use specific examples to illustrate how the employee’s conduct is or is not meeting expectations. 

Be sure to give them the opportunity to respond and provide feedback. This approach can help ensure that the conversation is productive and focused on concrete steps for improvement.

—Lilia Koss, Community Manager, Facialteam

Tip #405: Performance Review Pitfall: Showing you’ve decided already

Performance review conversations are an important tool for employers to provide feedback to their employees on how well they are doing in their roles. 

One pitfall that should be avoided is giving the impression to the employee that you already have a preset opinion about their performance. This can damage employee morale and could quickly shift an expected productive conversation into one of defensiveness or resentment. 

A tried-and-true way to avoid this pitfall is by using open-ended questions and listening carefully to the answers. These allow the employee a chance to explain themselves and express any possible mitigating factors that could help with understanding their performance better, without making it appear you had long ago decided how you felt about them before hearing them out.

—Julia Kelly, Managing Partner, Rigits

Tip #406: Performance Review Pitfall: Being defensive

During performance review conversations, it’s important for managers to be open to hearing feedback from employees, and to avoid becoming defensive or dismissive of their concerns. Defensiveness can prevent managers from fully understanding an employee’s perspective, and can lead to a breakdown in communication and trust. As such, it’s essential for managers to approach performance review conversations with an open mind and a willingness to listen.

One way to avoid defensiveness is to actively seek out feedback from employees throughout the year, rather than waiting until the annual performance review conversation. By soliciting feedback and suggestions from employees on an ongoing basis, managers can create a culture of open communication and trust, and prevent any issues from festering over time.

During performance review conversations, managers should take the time to listen carefully to an employee’s feedback and concerns, and avoid becoming defensive or dismissive. Even if the feedback is critical or difficult to hear, it’s important to acknowledge the employee’s perspective and take their feedback into consideration when providing feedback.

Tip #407: Performance Review Pitfall: Ignoring context

When conducting a performance review conversation, managers should be mindful of the context in which an employee is working. External factors such as company changes, personal issues, or other unforeseeable circumstances can impact an employee’s performance, and it’s important for managers to take these factors into consideration when providing feedback.

Managers should make an effort to understand the employee’s situation, and to consider any external factors that may have impacted their work. For example, if an employee’s performance has been impacted by a family emergency, managers should take this into account when providing feedback, and offer support and resources to help the employee through this difficult time.

Ignoring context can lead to misunderstandings and unfair evaluations. By taking the time to understand an employee’s situation and context, managers can provide more accurate and relevant feedback, and help employees feel supported and valued within the organization.

Tip #408: Performance Review Pitfall: Focusing solely on the past

While past performance is an important factor in performance review conversations, it’s also important for managers to discuss future goals and expectations with employees. Focusing solely on the past can leave employees feeling stuck or directionless, and can prevent them from growing and developing in their roles. As such, it’s essential for managers to have a forward-looking perspective during performance review conversations.

One way to incorporate future goals and expectations into performance review conversations is to create a development plan for each employee. This plan should include specific goals and expectations for the coming year, as well as a timeline for achieving these goals. By setting clear expectations and goals, managers can help employees stay focused and motivated, and can provide a roadmap for their development within the organization.

Managers should also take the time to discuss the employee’s long-term career aspirations and how they fit within the organization. This can help employees feel valued and supported, and can provide a sense of purpose and direction as they work towards their goals.

Tip #409: Performance Review Pitfall: Lack of empathy

Empathy is a crucial component of effective communication, and it’s especially important for managers during performance review conversations. A lack of empathy can leave employees feeling undervalued and unsupported, and can prevent managers from providing constructive and actionable feedback. As such, it’s important for managers to approach performance review conversations with empathy and understanding.

One way to demonstrate empathy during a performance review conversation is to acknowledge the employee’s hard work and achievements. Even if there are areas for improvement, it’s important to recognize the employee’s strengths and accomplishments, and to provide feedback that is both supportive and actionable.

Managers should also take the time to listen actively to the employee’s feedback and concerns, and to validate their perspective. Even if the feedback is difficult to hear, it’s important to acknowledge the employee’s feelings and demonstrate a willingness to work together to find solutions.

Tip #410: Performance Review Pitfall: Not providing actionable feedback

One of the biggest pitfalls for managers during performance review conversations is not providing actionable feedback. Vague or non-specific feedback can leave employees feeling confused or uncertain about how to improve, and can prevent them from making meaningful progress in their roles. As such, it’s important for managers to provide feedback that is specific, measurable, and actionable.

One way to provide actionable feedback is to focus on specific behaviors or actions that an employee can take to improve their performance. For example, instead of simply telling an employee to “improve communication skills,” a manager could suggest specific strategies for effective communication, such as active listening or providing clear and concise feedback.

Another way to provide actionable feedback is to create a development plan for each employee. This plan should include specific goals and expectations, as well as a timeline for achieving these goals. By setting clear expectations and providing a roadmap for improvement, managers can help employees stay focused and motivated, and can provide ongoing support and feedback as needed.

Tip #411: Performance Review Pitfall: Not seeking employee input

During performance review conversations, it’s important for managers to seek input from employees and to incorporate their feedback into the conversation. Failing to do so can leave employees feeling disengaged or undervalued, and can prevent managers from gaining a complete picture of an employee’s performance. As such, it’s important for managers to actively seek out employee input during performance review conversations.

One way to seek employee input is to ask open-ended questions that encourage dialogue and feedback. For example, managers might ask employees to reflect on their own performance and to identify areas for improvement, or to provide feedback on their manager’s leadership style.

Managers should also take the time to listen actively to employee input, and to validate their perspectives. By demonstrating a willingness to listen and learn from employees, managers can build trust and foster a culture of open communication and collaboration.

Tip #412: Performance Review Pitfall: Not addressing systemic issues

During performance review conversations, it’s important for managers to address systemic issues that may be impacting an employee’s performance. These issues could include a lack of resources or support, unclear job expectations, or inadequate training or development opportunities. Failing to address these issues can leave employees feeling frustrated or unsupported, and can prevent them from achieving their full potential within the organization.

One way to address systemic issues is to conduct a thorough analysis of the employee’s work environment, and to identify any factors that may be impacting their performance. This might include looking at factors such as workload, work-life balance, or access to necessary tools or resources.

Once these issues have been identified, managers should take proactive steps to address them. This might include providing additional training or development opportunities, adjusting workload or job responsibilities, or providing additional support or resources as needed. By addressing systemic issues, managers can create a more supportive and productive work environment, and help employees achieve their goals and aspirations within the organization.

Tip #413: Performance Review Pitfall: Overemphasizing metrics

Metrics play an important role in measuring employee performance, but they should not be the sole focus of performance review conversations. Overemphasizing metrics can create a narrow and incomplete picture of an employee’s performance, and can prevent managers from identifying areas for improvement in other important areas, such as employee development and job satisfaction.

While metrics are useful for tracking progress and measuring results, it’s important for managers to consider other factors that impact an employee’s performance, such as their development goals and job satisfaction. For example, an employee may be performing well in terms of meeting performance metrics, but may be struggling with stress or burnout due to a heavy workload. Managers should take these factors into consideration when evaluating an employee’s performance, and work to provide support and resources that help address these issues.

Tip #414: Performance Review Pitfall: Not following up

Following up with employees after the performance review conversation is an important step in ensuring that any action plans are being implemented, and that employees are receiving the support and feedback they need to succeed in their roles. Failing to follow up can leave employees feeling unsupported or neglected, and can prevent managers from providing ongoing guidance and feedback.

One way to follow up with employees is to schedule regular check-ins throughout the year. These check-ins can provide an opportunity to discuss progress on action plans, address any issues or concerns that arise, and provide ongoing support and feedback to employees.

Managers should also make themselves available to employees for questions or concerns that arise after the performance review conversation. This can help prevent misunderstandings or confusion, and can ensure that employees feel supported and valued throughout the year.

Performance review conversations can be a powerful tool for professional development and growth when done correctly. By following these 21 tips for avoiding common pitfalls, managers can conduct productive and effective performance reviews that benefit both employees and the organization as a whole. Remember to prepare ahead of time, provide specific and actionable feedback, and approach the conversation with empathy and understanding. By doing so, you’ll be able to create a positive and constructive experience that helps employees grow and succeed in their roles. With these tips in mind, you’ll be well-equipped to conduct performance review conversations that make a real difference in your organization.

About the author

Our goal is to publish one million business leadership and management tips. Learn what you need to know to become a great leader in your organization.

9 Tips for Creating an Effective Performance Improvement Plan (with Template!)

15 Tips About Balancing Work and Personal Life as a Manager