By the time a performance review takes place, very little should be new. Meaning expectations have been clear, constructive feedback has been timely, recognition has been given when deserved and any concerns discussed when they first emerged.

The review should provide a structured reflection point on the previous six or twelve months. Problems arise when feedback, recognition and development conversations are deferred until the review itself. Issues that should have been discussed weeks or months earlier suddenly appear in writing. By then, the opportunity to correct course, provide support or improve performance has often been lost.

A performance review should rarely reveal anything new. If it does, the conversation likely should have happened months ago.