Staff Performance Review Framework
The prompt
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Why this works
Separating evaluation (how well did you perform against goals?) from development (how will you grow in the next period?) in the review design prevents the review from being either purely backward-looking or purely forward-looking. Goal-setting in January to evaluate in December creates the clarity that makes reviews feel fair rather than arbitrary. The compensation decision timing section addresses the most common design mistake — connecting review ratings directly to compensation decisions in the same conversation, which distorts both conversations.
Risks & review
Performance review frameworks must be consistently applied across all staff — an organisation that conducts rigorous reviews for some staff but cursory reviews for others (often favouring informal relationships or specific programmes) creates discrimination exposure and undermines the credibility of the entire system. Build review quality oversight into the process, with HR reviewing a sample of completed reviews before they are delivered to employees.