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Whether you’re giving the performance review or receiving it, these expert tips can help you prep now for a great outcome. Performance reviews are evolving with the workforce Though annual performance reviews are steadily giving way to continuous feedback models, a sizable chunk of organizations still use them. That means that for many employees, performance review season is imminent—making now a great time to pay a little extra attention to your results and visibility. Alternately, if you’re the one delivering performance reviews to employees, now is also a good time to re-evaluate your methods for maximum effectiveness. We’re covering both these topics in this story, with expert commentary from Lana Peters, Chief Revenue & Customer Experience Officer at Klaar. Additionally, we’ll talk about the three distinct generational cohorts now making up the bulk of the workforce—Generation Z, Millennials and Generation X—and what each cohort wants out of the review experience. “Each generation brings distinct strengths and opportunities for connection that can elevate performance reviews when leaders lean in with intention,” says Peters. With a little prep and mindfulness, performance review season doesn’t have to be stressful. Here’s how to make it better all around. Performance reviews by generation Like most things in the workplace, performance reviews are evolving. AI-driven reviews, more frequent feedback and less formality are on the rise. From a generational standpoint, this is in step with what younger workers are looking for. MORE FOR YOU “The way that feedback is received can certainly vary by generation,” says Peters. “Communication styles are vastly different; older workers ‘grew up’ in an office environment whereas younger generations may have spent a larger majority of their working lives in a remote setting.” She describes the review preferences of Gen Z, Millennials and Gen X as follows: Gen Z: thrives on continuous feedback and transparency. “Creating predictable, real-time feedback loops keeps them engaged and confident in their growth,” she says. Millennials: driven by development and clarity. Peters says, “When reviews focus on forward momentum, visibility into goals, and fair decision-making, they stay motivated and invested.” Gen X: values autonomy and experience. “Simplifying processes and automating routine steps frees space for more meaningful, human conversations rooted in trust and expertise,” says Peters. Peters believes the common thread is that traditional, backward-looking reviews don’t meet any generation’s needs. “To unlock performance across the board, organizations need reviews that are ongoing, fair, and actionable…making them less about compliance and more about coaching, growth, and genuine connection.” Giving a better performance review For leaders either giving reviews annually or on a more frequent basis, you know the balance between giving credit where it’s due and giving feedback on areas that need improvement. “Receiving constructive feedback is essential to an employee’s professional development, but it’s something that managers often do not know how to deliver effectively,” says Peters. Her four strategies to make the review process more effective include: Directness is paramount. “It may seem less abrasive to beat something around the bush, but that approach doesn’t do anyone any favors,” she says. “If there’s something the employee is doing that is going really well, praise that behavior directly. Call out what is being well received and why you think it’s a great behavior. “On the flip side, when there’s a process or habit that you’d like them to change for the future, highlight what it is, why it’s not your preferred approach and what you’d recommend that they do instead.” Provide next steps. “Feedback should be action-oriented, with a clear plan of how it can be implemented,” says Peters. “Give measurable goals and ways for an employee to track against them.” Keep it conversational. Peters believes that a conversational tone helps the employee absorb what you are saying. “If you’re too confrontational, an employee may get upset, nervous or defensive,” she says. “Consider a compliment sandwich–sandwiching critiques between positive affirmations so they don’t lose their confidence and still feel valued.” Don’t save it up. Whatever review model your organization follows, Peters believes feedback should not be saved up. “Give feedback–both positive and constructive–in real-time whenever possible,” she says. “This helps make sure it doesn’t slip off your radar, and also enables an employee to understand and adjust in the moment.” Review tips for employees Peters also offers four key tips for employees seeking to enhance their image before, during and after the review conversation. Increase visibility. “To be noticed, it’s not just about doing your job well, but also about selling yourself and being visible to the senior staff,” she says. “Set up facetime with them—whether that’s a coffee meeting or a virtual time to connect—to get to know them as mentors and leaders. Be vocal about what you’re working on, the projects that excite you and what you want to do more of to continue to learn.” Be proactive. “Employees can also ask about areas of growth at any time during the year,” says Peters. “It shows senior staff that an employee cares and wants to be the best they can be.” Balance self-assessment. “When filling out a self-assessment, employees should be celebratory about their accomplishments,” says Peters. “Include examples of successes you’ve had–exceeding sales goals by X%, having the highest client retention on the team, completing certain projects, etc. “But, balance that with areas you want to improve in. No one is perfect, and demonstrating that self-awareness shows maturity and that you are dedicated to good performance.” Listen and digest. Especially if your performance review is lower than expected, Peter says you should take the time during the conversation to truly listen and digest the information. “Do your best not to have an angry or defensive kneejerk reaction,” she stresses. “Rather, ask if you can have a few days to reflect and then set up time for a follow-up discussion. Come to the next meeting with smart questions about the feedback received, and planned actions for how you will enhance your performance in the future.” In other words, you shouldn’t look at your review as something that happens to you. Rather, it’s a collaborative moment in which you are an active and engaged participant. Better performance, better review Although managers should understand generational priorities in the workplace, Peters believes that they’re not the biggest factor in giving effective feedback. “Ultimately, reviews shouldn’t be about tailoring to one generation or another…they should be about building bridges,” she says. “Gen Z wants real-time coaching, Millennials want career growth, and Gen X wants respect for expertise. “The trap door is thinking these are competing needs. The opportunity is designing review systems that meet them all.” In the end, leaders should make reviews about people, not process and employees should be active participants in the experience. This is how the performance review—annual or otherwise—can bring real value to both sides of the table. Editorial StandardsReprints & Permissions
