How to Write a Year-End Performance Review for Your Team

A good year-end review holds no surprises. It sums up a year of conversations, recognises results with evidence, names one or two development areas clearly and sets goals the person can act on. Most reviews go wrong in the preparation, not the writing: they rely on the last few weeks and on the manager's view alone. This guide covers what to collect, how to structure the review, phrases you can adapt and how to bring in other people's views.

Before you write: gather evidence

  • Go back through the whole year: goals set last time, one-to-one notes, project results, messages where you thanked or corrected the person.
  • Ask for the person's self-evaluation first, so you can respond to their view rather than replace it.
  • Collect input from people who see their work more than you do: peers, internal clients, and direct reports if they manage people.
  • Write down two or three specific examples for each point you plan to make.
  • Check your notes for recency bias: are most examples from the last two months?

A structure that works

  • Summary (2–3 sentences): the year at a glance, including the main result.
  • Results against goals: what was achieved, with numbers or outcomes, and what was not and why.
  • Strengths: two or three, each with an example and its effect on the team or the business.
  • Development areas: one or two, described as behaviour, with an example and the support you will give.
  • Goals for next year: two to four, specific and checkable, agreed with the person rather than handed down.

Example phrases you can adapt

Mistakes to avoid

  • Surprises: if a development area appears for the first time in the review, the feedback came too late.
  • Recency bias: judging the whole year by the last few weeks.
  • Halo or horns effect: letting one strong or weak trait colour everything else.
  • Labels instead of behaviour: "not a team player" gives the person nothing to change; describe what they did and its effect.
  • Comparing people in writing: assess each person against their goals and role, not against colleagues.

Use 360 feedback to make reviews fairer

As a manager you see part of someone's work. Peers, internal clients and direct reports see the rest. A short 360 before review season gives you examples you would otherwise miss, and the person hears feedback from several people, not just from you.

With AI360Feedback, anyone can run a free 360 on themselves: a self-assessment, anonymous answers from colleagues, and an AI report that compares the two. HR teams and coaches can use AI360Feedback PRO to run 360s for several people from one dashboard.

How to read a 360 report · 360 feedback questions for managers · AI360Feedback PRO for HR and coaches

Frequently asked questions

How long should a performance review be?

One to two pages is enough for most roles. Specific examples matter more than length.

Should employees see the review before the meeting?

Many managers share it a day before, so the meeting becomes a conversation rather than a reading. Follow your company's process.

How do I write a review for someone who struggled this year?

Stay factual: name the goals that were missed, the behaviour behind them and its effect, recognise what went well, and agree a concrete plan with support and check-in dates.

See how your team sees you, too

Before writing reviews, run a free 360 on yourself: rate yourself, invite your team and peers to answer anonymously, and get an AI report on where your view and theirs differ.

Start my free 360

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