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For many employees and managers, the phrase ‘performance review’ often sparks an eye-roll or sense of ‘here we go again.’ Too often, yearly goal-setting conversations are associated with stress, criticism, or a sense of being judged.  

For employees, performance reviews can feel like just another task the business has flagged as important – something they should focus on, but often struggle to find time for among all their other priorities. It’s easy for employees to wonder, ‘Does this really matter?’. Many approach these conversations bracing for criticism or feeling like they’re being told they need to do more, rather than seeing them as a chance to reflect on achievements and growth. 

For managers, performance reviews can feel like something they genuinely want to invest in, but struggle to fit into an already full schedule. Questions like How will I find the time?, How do I have this conversation effectively?, and How do I set goals that genuinely help both the employee and the business without it feeling like just another task? can make the process feel overwhelming.  

But what if we’ve been looking at them the wrong way? What if employees saw reviews as an opportunity to stretch, grow, and achieve more? And what if managers approached them as a chance to recognise performance, help overcome barriers, and support employees in taking the next step? 

When approached thoughtfully, performance reviews can become one of the most powerful tools for supporting growth, engagement, and performance. Done well, they aren’t a tick-the-box HR process (eye roll) – they unlock potential for both employees and the organisation, drive accountability, boost productivity, and even help identify future leaders. In short, they’re not just a formality, they’re a tool for growth. 

Engagement pays off (literally) 

Employee engagement is not just important – it’s essential for business success. In 2023, around 20% of employees in Australia reported being highly engaged at work meaning the majority are at risk of underperforming, taking more leave, and contributing less to organisational goals. Disengaged employees cost the Australian economy approximately $211 billion annually due to lost productivity, increased absenteeism, and higher turnover rates. 

A concept that has entered popular conversation in recent years is ‘quiet quitting.’ While it’s often framed as a buzzword, the underlying reality is serious: employees who quietly disengage aren’t doing less work out of laziness – they are psychologically withdrawing from their roles, doing the minimum required, and limiting discretionary effort.  

Research shows this is often a symptom of unclear expectations, lack of recognition, or insufficient support – all areas where thoughtful performance reviews and meaningful goal-setting conversations can make a real difference. Research shows that In Australia, approximately 67% of employees fall into this category, highlighting a widespread issue that organisations must address. 

A two-way conversation, not a one-sided critique 

Performance reviews shouldn’t be about a manager handing down goals from a plan on a page or telling an employee what to do. In a one-sided review, the manager might simply outline the tasks the employee needs to complete to meet the business goal. For example, the manager might set a goal like ‘help reduce attrition’. The conversation feels transactional, and the employee will walk away feeling like they’re being measured, not supported. 

A two-way conversation looks very different. Using the same example, the manager starts by discussing the business goal, reducing attrition, but also explores the HR Advisor’s own strengths and career aspirations. The HR Advisor might express a desire to work more strategically with their stakeholders on HR initiatives. Together, they identify ways to leverage the HR Advisor’s strengths, such as relationship-building and problem-solving, in projects like workforce planning or retention-focused initiatives. This approach helps the employee grow in their role, keeps them engaged, and simultaneously supports the business in achieving its objectives. 

For managers, the key is understanding their team: knowing when and where to stretch someone, and recognising areas where support is needed. Stretching employees isn’t always about climbing the corporate ladder; it’s about creating experiences that help them learn, grow, and stay engaged. 

And the impact is real. Employees who have meaningful development conversations are more engaged, more productive, and far more likely to stay with the company which is particular important given the average tenure in Australia is 3 years and 4 months. 

Building accountability and culture 

Clear roles and responsibilities are the foundation of accountability, and performance reviews play a key role in establishing this clarity. When employees understand exactly what’s expected of them, how their work contributes to team and organisational goals, and how they are progressing, they feel a sense of ownership over their role. 

Performance reviews provide a structured opportunity to reinforce this: setting clear expectations, documenting progress, and recognising achievements ensures that employees not only know their responsibilities but can see the tangible impact they’re making. One practical tip is to encourage both managers and employees to keep a simple diary throughout the year, noting achievements, areas for improvement, and where additional support might be needed. This makes performance reviews and goal-setting conversations far more meaningful and accurate. 

The result goes beyond individual performance, it drives culture! When employees know their contributions matter, feel supported in their growth, and understand how they make a difference, engagement naturally increases. And engaged employees create workplaces people want to be part of: motivated, collaborative, and committed to shared success. 

Spotting tomorrow’s leaders 

Performance reviews aren’t just about evaluating current performance – they’re a powerful tool to identify employees with potential and help them stretch in their roles. By focusing on development, managers can spot who is excelling, who thrives when challenged, and who is ready to take on new responsibilities in the future. 

It’s important to be clear: performance reviews shouldn’t be treated as the sole mechanism for succession planning. Instead, they help highlight high performers and provide insight into areas where employees can grow, develop new skills, and become subject matter experts in their field. Stretch goals don’t always have to mean climbing the corporate ladder – they can be about giving employees the opportunity to lead projects, broaden their expertise, or take ownership of initiatives that expand their capabilities. 

The bottom line: performance reviews are a tool for excellence, not punishment.  

For Managers:  
Treat performance reviews as a two-way conversation, not a checklist. Focus on understanding your team’s strengths, aspirations, and areas to stretch. Use the review to clarify roles, recognise achievements, and provide growth opportunities — whether that’s exposure to new projects, developing specialist skills, or contributing to strategic initiatives. Engaged, supported employees perform better and contribute to a positive workplace culture. If performance reviews feel like a chore, it might be time to rethink the process and see them as the powerful tool for growth, engagement, and development that they can be. 

For Employees: 
See performance reviews as your chance to have a real conversation about your career, your strengths, and your development. Speak up about the opportunities you want, the areas you want to grow in, and how you can contribute to team and business goals. Engaging in these conversations helps you build your skills, make a visible impact, and take control of your career progression in ways that matter to you, not just the corporate ladder.