How to prepare for a performance review: what to bring, say and ask

Your performance review is one of the few scheduled opportunities to step away from everyday work and focus on your achievements, development and future career. Make the most of it.

For many employees, performance reviews bring a familiar challenge.

You're asked to reflect on months of work, explain your achievements, evaluate your objectives and discuss what you want to do next.

But where do you start?

Perhaps you've delivered several important projects but struggle to remember the details. You might have completed training without recording how you've applied it. Or you may be unsure how to discuss a promotion, salary increase or development opportunity.

The good news is that effective preparation doesn't need to be complicated.

With a little structure, you can approach your review with clear examples, meaningful reflections and a better understanding of what you want to achieve.

This guide provides a practical two-week preparation plan, including what evidence to gather, how to discuss your performance and which questions to ask your manager.

Why preparing for your performance review matters

A performance review is an opportunity to discuss your contribution, receive feedback and agree future priorities.

Depending on your organisation, it may influence:

• Performance objectives.
• Professional development opportunities.
• Career progression discussions.
• Training and mentoring.
• Recognition and reward.
• Future responsibilities.
• Support for improving performance.

However, a review is only as meaningful as the information available.

If you arrive without examples, you may find yourself relying on general statements such as:

"I think I've had a good year."

"I've worked really hard."

"I've learned quite a lot."

These statements may be genuine, but they don't explain what you've achieved or developed.

Preparation allows you to be more specific.

Instead of simply saying you've improved your communication, you can explain how you introduced clearer project updates and what difference they made.

Instead of saying you've developed professionally, you can identify relevant learning and how you've applied it.

The aim isn't to present yourself as perfect. It's to contribute to a fair, balanced and evidence-informed discussion.

When should you start preparing?

Ideally, you should maintain a record of achievements and learning throughout the year.

But if your review is approaching and you haven't done that, don't worry.

Two weeks is a useful preparation window.

It gives you time to gather relevant information, reflect on your performance and identify questions without turning the process into an unnecessarily large project.

Your two-week performance review preparation plan

When	What to do	Suggested time
14 days before	Review objectives and previous appraisal	15 minutes
12 days before	Identify significant achievements	20 minutes
10 days before	Gather relevant evidence and feedback	20 minutes
7 days before	Review professional development and challenges	20 minutes
5 days before	Prepare future objectives and questions	15 minutes
2 days before	Read through your notes and check the agenda	10 minutes
Review day	Participate in the discussion and agree next steps	As scheduled

These times are suggestions rather than fixed requirements.

Complex roles or formal self-assessment processes may require more preparation.

The five things to bring to your performance review

1. Your achievements, supported by evidence

Start by identifying your most meaningful contributions during the review period.

You don't need to list every task you've completed.

Focus on achievements that demonstrate your contribution to your role, team or organisation.

Examples might include:

• Delivering an important project.
• Improving a workplace process.
• Resolving a recurring problem.
• Supporting colleagues.
• Taking on additional responsibilities.
• Improving customer or stakeholder experiences.
• Developing and applying a new skill.
• Contributing to organisational improvements.

A useful structure is:

What I did + why it mattered + what happened as a result

Example: administrative role

Basic statement:

"I helped improve our filing system."

Stronger statement:

"I reviewed our document management process, identified recurring filing inconsistencies and introduced a clearer structure that made records easier for colleagues to locate."

Example: customer service role

Basic statement:

"I improved customer service."

Stronger statement:

"I identified recurring questions from customers and helped develop clearer guidance for the team, reducing the need for repeated explanations."

Example: management role

Basic statement:

"I supported my team."

Stronger statement:

"I introduced regular development conversations and clearer project responsibilities, helping colleagues identify their priorities and raise challenges earlier."

Where you have reliable numerical evidence, include it.

For example:

"Reduced average monthly reporting preparation time from four hours to two hours."

But avoid inventing figures or attributing outcomes entirely to yourself when they resulted from a wider team effort.

Achievement evidence checklist

Potential evidence includes:

• Completed project records.
• Relevant performance reports.
• Customer or stakeholder feedback.
• Examples of improvements introduced.
• Agreed objectives and progress records.
• Appropriate recognition or feedback.
• Work samples, where permitted.
• Relevant quality or performance measures.

Use evidence that is accurate and appropriate to share.

2. Your professional development record

Your performance review should consider not only what you've achieved, but also how you've developed.

Professional development can include much more than formal training.

For example:

Learning activity	What you might discuss
Online course	What you learned and how it relates to your responsibilities
Professional qualification	Knowledge and capabilities developed
Mentoring	Insights gained and actions taken
Workplace project	New skills developed through practical experience
Professional reading	Ideas that influenced your understanding
Feedback	What you changed or improved
Job shadowing	Techniques or approaches you observed
Coaching	Development priorities and progress

The most useful learning records explain what you gained from an activity.

Example CPD reflection for an appraisal

"I completed professional development on effective workplace communication and applied the learning by introducing more structured updates during project meetings.

"This helped me communicate responsibilities more clearly and identify misunderstandings earlier.

"I would now like to develop my confidence in facilitating larger meetings."

This connects learning with professional practice and future development.

Why maintaining a CPD record helps

A structured CPD log can help you:

• Recall learning completed during the year.
• Identify capabilities you've developed.
• Provide evidence of professional development.
• Reflect on how learning has influenced your work.
• Identify future learning needs.
• Prepare for career progression conversations.

A CPD record supports an appraisal, but it does not automatically prove strong performance.

The value comes from connecting learning with relevant responsibilities and outcomes.

3. An honest review of your objectives

Before your manager reviews your progress, assess your own objectives.

For each one, consider:

• What was agreed?
• What progress did I make?
• What evidence supports my assessment?
• What challenges affected progress?
• What did I learn?
• What should happen next?

A simple table can help.

Objective	Your assessment	Evidence or explanation
Improve monthly reporting	Achieved	Introduced revised reporting process
Develop presentation skills	Partially achieved	Completed training and delivered two presentations
Lead a new project	Not achieved	Project postponed following changes to organisational priorities
Improve stakeholder communication	Achieved	Introduced regular updates and received positive feedback

Illustrative examples.

What if you missed an objective?

Don't ignore it or invent an explanation.

Instead, discuss the circumstances and what you learned.

For example:

"I didn't complete the project leadership objective because the planned project was postponed. However, I supported a smaller improvement initiative and developed some relevant coordination experience. I'd like to carry the original objective forward with an alternative project."

This demonstrates reflection and a constructive approach to future development.

It is also important to distinguish between objectives missed because of individual performance and those affected by factors outside your control.

4. A clear idea of what you want next

A performance review is an opportunity to discuss future development.

Think about what you would like to achieve during the next review period.

You might want:

• A promotion discussion.
• Additional responsibilities.
• A professional qualification.
• A training budget.
• Mentoring or coaching.
• A stretch project.
• More leadership experience.
• A change in career direction.
• A discussion about pay or recognition.

Try to identify one or two meaningful priorities.

For example:

"I'd like to develop towards a team leader role. What capabilities would I need to demonstrate, and could we agree some opportunities to build that experience?"

This is more actionable than simply saying you'd like to progress.

How to ask for a promotion

A useful approach is to focus on the requirements of the role.

For example:

"I'm interested in progressing into a management position. Over the past year, I've taken on additional project responsibilities and supported colleagues with their development. I'd like to understand what further experience I would need to demonstrate to be considered for a future opportunity."

A strong performance review does not guarantee promotion.

Organisations may have separate processes, criteria and available opportunities.

How to discuss salary

Some organisations separate performance reviews from pay decisions.

If salary is appropriate to discuss, prepare relevant evidence of your contribution and understand the organisation's process.

For example:

"I'd like to discuss how my increased responsibilities and performance are considered within the organisation's pay review process. Could you explain the criteria and next steps?"

Keep the discussion professional and evidence-informed.

5. Questions for your manager

A performance review should be a two-way conversation.

You should have an opportunity to understand your manager's perspective and clarify expectations.

Consider preparing several questions.

Questions about performance

• What do you consider my strongest contributions this year?
• Where have you seen the greatest improvement in my work?
• Are there areas where my performance could be stronger?
• What would excellent performance look like in my role?

Questions about development

• Which skills should I prioritise developing?
• What training or experience would help me become more effective?
• Are there opportunities to take on additional responsibilities?
• Could mentoring or coaching support my development?

Questions about career progression

• What would I need to demonstrate to progress to the next level?
• Which capabilities are most important for future opportunities?
• What experience would help me prepare for a more senior role?

Questions about support

• Are there any barriers we could address together?
• What resources would help me achieve my objectives?
• How can we review progress more regularly?

You don't need to ask every question.

Choose those that are most relevant to your circumstances.

How to complete your employee self-assessment

Some organisations ask employees to complete a self-assessment before the formal appraisal.

This may involve rating your performance, commenting on objectives or reflecting on your development.

A useful self-assessment should be balanced and specific.

Employee self-assessment template

1. My main achievements

Identify your most meaningful contributions and explain their impact.

2. Progress against objectives

Summarise which objectives were achieved, partially achieved or not achieved, with appropriate context.

3. My professional development

Explain what you've learned and how it has supported your responsibilities.

4. My strengths

Identify capabilities that have helped you contribute effectively.

5. Areas for improvement

Recognise development needs and propose practical actions.

6. Support I would benefit from

Identify relevant training, mentoring, resources or opportunities.

7. My future objectives

Suggest meaningful priorities for the next review period.

Example employee self-assessment

"During this review period, I contributed to improving our reporting processes and supported the successful introduction of a new internal system.

"My main achievement was coordinating the implementation of revised reporting guidance, including supporting colleagues and identifying improvements during testing.

"I also completed professional development in data analysis and workplace communication, which helped me become more confident in interpreting information and explaining changes.

"One area I would like to improve is project planning. I sometimes underestimate the time required for stakeholder consultation, and I would benefit from further development in this area.

"Over the next review period, I would like to take greater responsibility for improvement projects and develop the skills needed to coordinate more complex work."

This example demonstrates achievement, learning, self-awareness and future ambition.

What to do during your performance review

Preparation is important, but how you participate in the meeting matters too.

Listen actively

Allow your manager to explain their assessment.

Ask questions where feedback is unclear.

Use examples

Support your perspective with relevant achievements and evidence.

Be open to feedback

Constructive feedback may identify development needs you haven't recognised.

Consider the information carefully before responding.

Clarify expectations

If an objective or assessment is unclear, ask what successful performance would look like.

Discuss future development

Use the meeting to agree meaningful next steps.

Record important actions

Make sure you understand the objectives, support and review arrangements agreed.

What if your manager's assessment is different from yours?

Differences between employee and manager assessments are not unusual.

You may have considered achievements or circumstances that your manager has not fully recognised.

Equally, your manager may have feedback or expectations you were unaware of.

If you disagree:

1. Ask for specific examples.
2. Explain your perspective respectfully.
3. Refer to relevant evidence.
4. Clarify the assessment criteria.
5. Identify any factual inaccuracies.
6. Agree what should happen next.

Where appropriate, follow your organisation's formal review or appeal process.

The objective should be to establish a fair understanding of performance, not simply to win an argument.

Why independent self-assessments can improve the discussion

In some appraisal systems, managers can see an employee's self-assessment before completing their own review.

This can influence how the manager approaches their assessment.

For example, an employee who rates themselves highly may unintentionally influence their manager's initial judgement.

Conversely, an employee who is overly modest may understate achievements that deserve recognition.

An alternative is for employees and managers to complete their assessments independently before comparing perspectives.

WorkplaceHero's Passport for Teams uses a blind self-assessment process that keeps the employee's self-review concealed from the line manager until both parties meet.

This is designed to preserve independent perspectives and encourage a more balanced discussion.

However, independent assessment alone does not guarantee fairness. Clear criteria, appropriate evidence and constructive conversations remain essential.

What to do after your performance review

Your appraisal shouldn't end when the meeting finishes.

Review the agreed objectives

Make sure you understand what you're working towards.

Record development actions

Identify any training, mentoring or practical experience agreed.

Clarify responsibilities

Understand what you need to do and what support your manager or organisation will provide.

Schedule progress reviews

Regular conversations can help maintain momentum and address difficulties early.

Continue recording achievements and learning

Don't wait until the next appraisal to start gathering evidence.

A short monthly reflection can make future preparation much easier.

Your performance review preparation checklist

Use this checklist during the two weeks before your review.

• Read your previous appraisal and objectives.
• Identify your most meaningful achievements.
• Gather appropriate supporting evidence.
• Review your CPD and professional learning.
• Reflect on how you've applied new knowledge or skills.
• Assess progress against each objective.
• Prepare explanations for incomplete objectives.
• Identify strengths and areas for development.
• Decide what you want to discuss about your future.
• Prepare three to five questions for your manager.
• Complete any required self-assessment.
• Review the meeting agenda and organisational guidance.

Build your evidence throughout the year with WorkplaceHero

Performance reviews are easier to prepare for when your professional development history is already organised.

WorkplaceHero's free CPD log allows you to maintain a record of your professional learning and reflections.

PassportPro extends this with additional professional development and career tools, helping you build a portable record that remains with you across employers.

Rather than relying on memory, you can maintain a clearer picture of your learning and development throughout your career.

Start your free WorkplaceHero CPD log

Frequently asked questions

How do i prepare for a performance review?

Review your objectives, identify significant achievements, gather evidence, reflect on professional development and prepare questions about your future.

What should i bring to a performance review?

Bring relevant achievement examples, progress against objectives, professional development records, appropriate feedback and questions for your manager.

How many achievements should i include?

Focus on a manageable number of meaningful examples. Three to eight significant achievements may be sufficient for many roles, depending on the review period and responsibilities.

What should i say about my weaknesses?

Identify genuine development needs and explain what actions could help you improve.

Avoid inventing weaknesses or presenting every challenge as a disguised strength.

Can i ask for a promotion during my appraisal?

Yes, where appropriate. Use the discussion to understand progression requirements and identify relevant development opportunities.

Should i discuss salary in my performance review?

This depends on your organisation's processes. Some employers manage pay reviews separately from performance appraisals.

What if i haven't kept a record of my achievements?

Start with your objectives, project records, appropriate feedback and other reliable sources. Avoid guessing or inventing outcomes.

Can CPD records help with performance reviews?

Yes. They can help demonstrate relevant professional learning and provide examples of how you've developed your capabilities.

However, learning activity alone does not establish job performance.

What happens if i disagree with my appraisal?

Ask for clarification, provide relevant evidence and follow the organisation's review or appeal process where necessary.

Final thoughts: arrive prepared, not rehearsed

A performance review should be an opportunity to recognise your achievements, discuss your development and shape your next steps.

You don't need a perfect script.

You need an accurate understanding of your contribution, meaningful examples and a clear idea of what you want to achieve.

Start preparing two weeks before the meeting, review your objectives, gather relevant evidence and identify your future priorities.

Then use the discussion to understand your manager's perspective and agree what happens next.

And when the meeting is over, start building the evidence for your next review.

Create your free WorkplaceHero CPD log

Related reading

• 10 pieces of evidence managers love to see in reviews
• Performance review examples: how to talk about your work
• CPD and your appraisal: how to show your value
• Why most employees cannot remember what they learned this year