In well-run firms the performance review is an orderly process. There will be no personal criticism, just a factual summary and account of the work you have done. It will not be a name, blame and shame session, and nothing will come as a surprise. Indeed, competent line managers give feedback (positive and negative) on an ongoing basis as you work together – they don’t just wait for a once-a-year slag-off session.
A member of the HR department may be present if the manager is not long established in the organisation or if it is simply company policy to have an observer from HR with you.
Performance reviews should be business-like. They should be conducted in a private office during normal working hours, not too early or late, or off-site – not in a pub, for example. And they should not turn nasty. Voices should not be raised. In theory, you will have agreed your targets together in the first place. Equally, you should be able to agree with your manager objectively how well you have done (your evidence can help here).
