Annual Performance Reviews

Performance reviews are structured check‑ins between you and your manager to reflect on your work, discuss progress, and plan for what comes next. They’re an opportunity to pause, look at the big picture, and make sure you’re aligned on expectations, priorities, and your professional development to assist you with your career aspirations.

We have them because they help to:

Create clarity
Ensure you understand expectations, priorities, and what success looks like.
Recognize your contributions
Celebrate accomplishments, strengths, and the impact of your work.
Support your development
Receive meaningful, actionable feedback to help you grow. Identify professional development opportunities.
Strengthen communication and trust
Build a shared understanding and improve the working relationship.
Set direction for what comes next
Align on goals, development opportunities, and next steps.

Performance conversations typically include:

Clear purpose
The conversation is about growth and performance, not just a rating.
Shared understanding of expectations
Goals, role responsibilities, and success criteria are explicit and aligned.
Evidence-based feedback
Feedback is grounded in observable behaviours and outcomes, not vibes or personality.
Two-way dialogue
The employee speaks as much as the manager. Listening matters.
Balanced perspective
Strengths are named. Gaps are addressed directly and respectfully.
Forward focus
The conversation ends with concrete next steps.
Relationship building
The conversation inspires frankness and honesty without fear or defensiveness because it is solution focused.

Performance Review Principles:

Ontario Tech strives to cultivate the conditions where employees can thrive and grow. When it comes to performance conversations, adhering to a few important principles can enhance the experience for everyone.

Strengths-based: Look for the best in others as well as yourself
A coach approach: Be curious and listen actively
Shared learning: Recognize there is an opportunity for everyone to learn something new

Approach to the annual performance review:

One: Prepare. This is how you show up

Ask yourself, because you’re in control of the conversation:

What should we discuss that’s going to be meaningful?
What do I want to get out of this? What feedback or insight?
What do I want to share?
What accomplishments do I want to highlight?
What challenges were faced, managed, or require support?
What goal status updates can I provide?
What do I need?

Two: Have the conversation

Connect: build trust and grow the relationship. Connection allows us to build and sustain meaningful relationships by appreciating their effort to invest in us. Ability to genuinely connect is influenced by the level of trust and comfort between you. Each relationship is different and relationships evolve over time. Come prepared and demonstrate your genuine interest in the wider context of each other’s responsibilities and related challenges. It might sound like this:
- I appreciate that we have carved out time for this conversation. I look forward to discussing my strengths/ goals/expectations/achievements/emerging opportunities/unanticipated setbacks, etc.
- How are things going for you? Is this still a good time?
- I want you to know that I value your perspective, questions and insights. Is there a particular approach you want to take today?

2. Open: Co-create intent and purpose- This is going to confirm or establish the purpose of the conversation and invites you and your manager to agree on desired outcomes. It might sound like this:

These conversations are important to me.
What do you think has been working well?
What is the biggest driver of success?

3. Explore: Discover options and possibilities- The conversation can begin and we can get curious and think about things from multiple perspectives. Remember to spotlight your wins and talk about how you overcame obstacles. Share the kudos from others who recognize your strengths. Invite the other person to share their perspectives and ideas. Challenge assumptions respectfully. You might say:

Maybe I can start by sharing what’s worked well for me and then move into what I want to give more attention to moving forward.
We’ve had some challenges lately and I hope we can openly discuss them and identify potential solutions together.
I’m interested to hear how you see my goals impacting the work more broadly.

Three: Close / Next steps – close with respect and confidence.

Confirm to start work on goal setting / agreed upon areas where goals could be developed for the next cycle
Identify development opportunities and skill building areas
Discuss resources, coaching or support you may need
Discuss check in points and timelines if known
Leave this review with clear direction
Acknowledge effort and thank the person for the conversation