Tackle Your Next Performance Review with Confidence
Know exactly how to navigate your performance review for the best results
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One of the most difficult moments (there were quite a few, but we’d be here forever if I listed them — future podcast episode maybe? 😅) in my user research career was walking into my first performance review. I was nervous.
No, terrified.
I’d had performance reviews in the past in different roles, but never in my life as a user researcher.
I had started working at this company about six months prior, my first user research role. I’d come in as an intern making a $25,000 stipend. This was peanuts in Manhattan, so I supplemented it with other jobs where I taught English online, picked up some waitressing shifts, and did some freelance editing and writing.
But my hope was to come on as more than just an intern and as a — gasp — junior user researcher, with a, hopefully, considerable pay rise. I’d hoped that they would have seen the value I brought to the organization, even if I didn’t necessarily always see it myself.
I didn’t do much to prepare for the performance review because I wasn’t entirely sure how to prepare. I knew what I wanted the outcome to be and had that in my mind as I walked through the door and sat down.
What happened next was a tough pill for me to swallow. I didn’t end up getting the promotion or pay rise I wanted. In fact, they wanted me to take on a hybrid role of a user researcher, designer, and product manager. I was absolutely gutted to say the least, and too shocked to really say anything or make any sort of case up on the spot. When my manager asked for goals I’d made and achieved or evidence to support my value, I stuttered and sputtered.
I immediately started searching for another job and, luckily, within a few months, I started my journey as a junior user researcher elsewhere.
However, I had learned my lesson. Performance reviews were extremely important and, by not prepping for mine, I’d let myself down. Having a case wouldn’t have necessarily changed the outcome of that particular meeting, but it sure would’ve helped. Since then, I’ve made sure to properly prepare for each and every performance review I’ve had.
If performance reviews stress you out, you’ve come to the right place. There are plenty of things you can do to help get better results in your reviews — let’s dive in.
Prefer to listen to an overview? Play below or view on YouTube:
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Understand the Set Up
Every single company is different in how they set up and run performance reviews — some have very little structure while others are extremely rigid. And, every single company rewards different types of work — some look for independence and autonomy, while some look for more collaboration.
When you go into your performance review, it is critical to understand what your organization values and how the review will be run. It is also crucial to know the cadence of reviews, and which reviews include a promotion or pay rise, so you have time to prepare.
What’s Important to Your Organization?
The first bit of information I always try to understand is what is important to the organization, because that will funnel down to what is important to teams, your colleagues, and your manager. This nugget of information is helpful both within and outside of performance reviews because it can help you set appropriate goals, prioritize particular research studies, and present the most impactful data to your teams.
By understanding what is important to your organization, you can make sure the work you do supports the business directly, and helps your company hit their goals. How do you identify this?
Ask Your Manager
Ideally, your manager should have an idea of what your organization values and the types of goals the company cares about. Typically, also, your manager’s goals will align with your organization’s goals (because everyone wants to be valued), so knowing your manager’s goals will help you be more valuable within your team and the broader company. If your manager is unsure, you could spearhead this initiative together.
For example, you ask your manager about the key priorities for the next quarter, and they mention improving the onboarding experience for new users. With this knowledge, you can focus your user research on understanding pain points in the current onboarding process and providing actionable insights to improve it.
Conduct Stakeholder Interviews
Your team’s goals should be directly related to what the organization is trying to accomplish. If the organization wants to increase revenue through retention, product teams should be focused on smaller metrics that move that needle. Talk to your stakeholders and colleagues about their goals. If you can directly help out with their goals, you’ll also be helping the company achieve what they need.
Lets say that during a stakeholder interview, the head of product mentions that they are focusing on reducing the churn rate. You then prioritize research studies that explore why users are leaving and suggest features or improvements that could enhance user retention.
Actually Listen to the All-Hands
I know all-hands meetings can feel like the bane of your existence. I’ve sat through so many with barely a sliver of attention because, damn, they can be boring. However, there are nuggets of information within these presentations that highlight what the organization is looking to accomplish in the next quarter, half-year, year, or beyond. This information can help you determine what the company deems as important.
For example, in an all-hands meeting, the CEO emphasizes the importance of expanding into new international markets. You can then tailor your research to include user studies from these regions to provide insights on local user behaviors and preferences.
See What Others are Rewarded for
If possible, talk to people who have received a promotion or pay rise recently and ask them about how what type of work they did to get that promotion/pay rise. Try to understand what others are being rewarded for.
If a colleague mentions that they received a promotion after leading a research project that significantly improved the mobile app’s usability, you can then look for similar impactful projects to take ownership of and showcase your ability to drive meaningful change.
Talk to Business Leaders/Executives
Speak with people who are decision-makers, or are at least close to decision-markers. Understanding what the decisions are that people are trying to make, or the aspects they find valuable can be really helpful in aligning your work with their decisions.
For example, during a conversation with the CMO, you learn that there is a strong focus on enhancing the user experience to differentiate from competitors. You then prioritize research that identifies key areas where the user experience can be improved to support this strategic goal.
Review Important Dashboards/Metrics.
Most companies have a dashboard or metrics they are trying to move. Understanding those high-level metrics will help you with doing work that helps to impact the most important goals of your organization.
Let’s say you notice that the company’s dashboard highlights a decline in user engagement on the website. You conduct research to understand the reasons behind this drop and provide recommendations to increase user engagement, thereby directly contributing to a key company metric.
What if it Keeps Changing?
A lot of companies change all the time. Since I’ve primarily worked in start-ups, I had to deal with a lot of shifting priorities and goals. It can be frustrating to feel like you never have a good grasp on what your company needs from you. However, one thing I learned is to let go of that need for control — we can’t control what is outside of us.
Instead, I tried my best to be flexible and adaptive. If things changed, I did my best to shift what I could. Here' are some ways you can keep up with shifting priorities and navigate this particular challenge:
Regular Communication with Stakeholders:
Frequent Check-ins: Schedule regular meetings with key stakeholders, such as product managers, designers, or other relevant stakeholders. These check-ins can help you stay updated on any changes in priorities and ensure your research efforts align with current needs.
Listening Sessions: Conduct periodic listening sessions with stakeholders to understand their evolving challenges and goals. This proactive approach allows you to anticipate changes and adjust your research focus accordingly.
Stay Informed on Company Goals:
Attend Key Meetings: Make it a priority to attend all-hands meetings, quarterly reviews, and other important gatherings where company goals and priorities are discussed. Pay close attention to leadership messages and strategic updates.
Review Internal Communications: Regularly review internal communications such as newsletters, emails, and dashboards. These often contain valuable information about shifting priorities and emerging areas of focus.
Flexibility in Research Planning:
Adaptive Research Plans: Develop research plans that are flexible and can be adjusted as priorities change. Be prepared to pivot your focus based on new information or shifting business needs.
Short-term and Long-term Goals: Balance your research efforts between short-term needs and long-term goals. This approach allows you to deliver immediate value while also working on strategic projects that align with the company’s broader objectives.
Building Strong Relationships:
Collaborate Across Teams: Foster strong relationships with cross-functional teams. Being well-connected within the organization makes it easier to stay informed about changes and ensures your research is integrated into decision-making processes.
Advocate for User Research: Continuously demonstrate the value of user research by sharing insights and showing how your work supports the company’s goals. This helps maintain the relevance of your research, even as priorities shift.
Keep in mind that you won’t always be able to be ahead of things and you might have to completely shift direction in the middle of a study — I’ve had to frustratingly do this a number of times. No one, including you, can predict the future and know all the information. Use all the data you can to make the best decision in that moment, breathe, and go from there.
Understand the Performance Review Process
Knowing is half the battle. When you understand how a process works, you are better equipped to handle and prepare for that process, and performance reviews are no different. I’ve walked into a review fully read to discuss a promotion, only to realize that wasn’t part of that particular cycle, so I had to wait another six months for promotion time. Frustration didn’t even begin to describe my feelings.
There is a lot of variety in how performance reviews work, and your organization might change over time. Check in with HR to understand the cycles and process at your company. Some of the most common are:
Unstructured/Ad Hoc: Managers conduct performance reviews without a real structure or set cadence. Feedback is given sporadically, often when pay raises are announced.
Common in: Smaller companies where performance reviews are less formal.
Upside: Minimal time consumption and less stress. Flexibility in focusing on immediate research needs without rigid guidelines.
Downside: Your rating heavily depends on your manager’s personal opinion of you, which may lead to inconsistency. Important contributions may go unnoticed if not documented properly.
Example: As a user researcher, you might receive feedback only when a major project wraps up or when budgeting decisions are made, rather than regular check-ins.
Manager-Only Input and Feedback: This setup is more structured, often involving a lightweight expectations document for your role. The review consists of your manager providing feedback.
Key Factor: It’s crucial that your manager is well-informed about your work. Building a strong relationship with them can significantly impact your review outcome.
Upside: Clearer expectations and more regular feedback can help guide your work.
Downside: Limited perspective since feedback is only from your manager. You may miss out on valuable insights from peers.
Example: You might have a bi-annual review where your manager evaluates your contributions to key research projects, usability studies, and how well your findings have been integrated into product development.
Peer Feedback-Based Performance Review: A regular process where team members provide feedback on their peers, which the manager reviews and delivers with a rating.
Key Factor: Your relationship with your peers is influential in determining your review outcome. Positive peer relationships can lead to better reviews.
Upside: Diverse perspectives can provide a well-rounded view of your performance.
Downside: Peer reviews can sometimes be biased based on interpersonal relationships rather than objective performance.
Example: You may receive feedback from designers, developers, and product managers on how your research insights have influenced their work, your collaboration effectiveness, and the clarity of your communication.
Formal, Heavyweight Process: Common in Big Tech and later-stage startups, this process is designed to counter biases. It typically involves writing feedback for peers, producing a self-review, and your manager compiling a written review based on these inputs.
Upside: You usually receive specific, detailed feedback, which can be very actionable.
Downside: The process can be time-consuming and require significant effort. It may also create stress around the documentation and review periods.
Example: In a formal review, you might be required to submit detailed reports on your research methodologies, findings, and impacts. You’ll also write peer reviews and a self-assessment highlighting your major contributions, such as improving user satisfaction scores or reducing user friction points.
Understanding the specific performance review process in your organization can help you better prepare and align your efforts with company expectations For user researchers, it’s especially important to document your impact meticulously, as the value of your work might not always be immediately visible but significantly influences product decisions and user satisfaction in the long run.
Once you understand the general structure, it’s important to understand a few more of the finer details:
Seek Advice for a Fair Review: Talk with experienced peers within your team and other departments. They likely have tips on what can help or hinder a fair review. Experienced user researchers might suggest documenting how your research has directly impacted product decisions, showcasing your contributions in team meetings, and collecting positive feedback from stakeholders throughout the year.
Identify the Final Decision-Maker: While it will almost certainly be your manager, it’s crucial to clarify this. In some organizations, senior leaders or a review committee may have the final say, especially for promotions or significant raises. Understanding if your manager consults with the head of product or UX lead before finalizing reviews can give you insight into whose opinions might influence your evaluation.
Understand the Evaluation Criteria: Clarify what specific criteria are used to evaluate your performance. This may include research quality, impact on product decisions, stakeholder satisfaction, and how well you align with company values. Ensure you know whether you are being evaluated on the number of studies conducted, the quality of insights generated, or the actionable changes your research has led to in the product.
Understand Calibration and Comparison: Learn how the calibration process works, where your performance is compared with peers. This helps ensure consistency and fairness in ratings. Understand if your research contributions will be calibrated against other researchers, designers, or a broader team. This knowledge can help you better position your work and contributions.
Determine Who Provides Major Input: Determine whether peers, cross-functional stakeholders, or direct reports have meaningful input. Knowing this can help you understand whose feedback will be considered. If your performance review involves feedback from product managers, designers, and developers, make sure to cultivate strong working relationships with these stakeholders and regularly communicate your research impact.
Confirm Documentation Requirements: Confirm what documents or reports you need to submit as part of the review process. This could include a self-assessment, project summaries, and impact reports. Prepare a comprehensive portfolio that includes case studies of major research projects, summaries of key findings, evidence of stakeholder feedback, and metrics showing the impact of your research on the product.
Know the Review Timeline: Identify the key dates and deadlines in the review process. This includes when peer reviews and self-reviews are due, when calibrations occur, and when outcomes are communicated. Mark your calendar with these dates and set reminders to gather and prepare all necessary documentation, ensuring you have enough time to reflect on and highlight your significant research contributions.
Grasp the Review Process Details: Understand how feedback is gathered and used in the review. Is there a formal feedback submission system? Are there any mid-year reviews or checkpoints? Familiarize yourself with any tools or platforms used for submitting feedback, and take advantage of mid-year reviews to get preliminary feedback and adjust your goals if necessary.
Understanding these key details make a world of difference when you get to your performance review — not only will you fully understand the context, making it easier for you to prepare exactly what you need, but it will also up your confidence considerably. When I gathered all this context prior to my performance review, the entire experienced changed, for the better.
The best thing you can do is set yourself up for success.
Set Your Goals
I usually use OKRs to create goals. When I first set off to create OKRs, it was hilariously painful. My goals consisted of extremely vague and non-measurable ideas. Uninspiring and not an easy promotion case for my manager to make. I realized that I didn’t really understand how OKRs worked, so I researched (of course) to come up with some steps to help me with breaking down the different components.
I often get overwhelmed with bigger concepts so being able to make OKRs smaller and more manageable was key for me in using them consistently and effectively. For this, I followed a plan that I still follow today:
Step 1: Reflect on Your Career Aspirations
First things first, take a moment to think about where you want to go in your career. What excites you? What kind of impact do you want to make? Maybe you dream of becoming a thought leader in user research, or perhaps you want to develop a new set of skills. Write down your big-picture aspirations.
If you are having a difficult time with this, take some time to answer these questions:
What part of your current role do you enjoy the most? Why?
What part of your current role are you struggling with? Why?
How would you describe success in your current role?
What are 3-5 of your strengths?
What are 2-3 of your weaknesses?
By understanding a mix of what you are feeling good about and where you want to improve, you can find some different areas you want to move forward in.
For example, some of my more recent career aspirations (when I was in-house) included:
Becoming more fluent in mixed methods research
Being more effective at stakeholder management
Sharing research more effectively across the organization
Step 2: Turn Aspirations into Objectives
After you identify the things you want to improve, those aspirations, its time to turn them into objectives. An Objective is a statement of what you want to achieve—it’s your North Star. Make sure it’s inspiring and a bit of a stretch. For example, if you aspire to become a recognized expert in user research, your Objective might be: “Become a thought leader in user research within the next two years.”
This is something I actually thought about and worked on myself. It was about 2018 when I decided I wanted to become a thought leader in user research and to help others advance/gain confidence in their careers. I started out with that larger objective and broke it down into more tangible key results. I won’t lie, at the time it felt nearly impossible, but with understanding the specific steps I wanted to take, I actually got to a place I feel good about.
This is the same with more in-house skills as well, such as incorporating more mixed methods research into your process, becoming a better workshop facilitator, or mastering generative research.
Think about what really drives you because those will become the most motivating and inspiring objectives.
Step 3: Break Down Objectives into Key Results
Next, you’ll break down your Objective into specific, measurable Key Results. These are the steps you need to take to reach your goal. Think of them as the milestones on your journey. For each Key Result, ask yourself, “What does success look like?”
Here’s how my thought leader objective looked and how I broke it down into key results.
Objective: Become a thought leader in user research within the next two years.
Key Result 1: Publish weekly articles on Medium and through UX Collective (they picked up my publications at the time) and get recognized for the writing by being shared across connections
Key Result 2: Speak at two major user research conferences
Key Result 3: Grow my professional network by 500 LinkedIn connections
Key Result 4: Start an introduction to user research course to help others grow in the field and to share expertise more broadly
Each of these key results was not only measurable, but they were also attainable, as scary as some of them were (particularly the course). However, I was super passionate about becoming more of a thought leader in the field. As I achieved those key results, I continued to intensify and iterate on them, such as:
Key Result 1: Write a book on setting a research foundation at an organization based on your experience (Heyyyya, Impact)
Key Result 2: Host and be a keynote speaker at three conferences in 2024
Key Result 3: Start and maintain a successful user research membership to help others advance in their career and spread positive knowledge on the field
Key Result 4: Become an expert user researcher in Jersey through continued consultancy in the local government, finance, and education departments
As you can see, this path continued after I had achieved a certain level of that goal of becoming a thought leader, which is one of the amazing qualities of OKRs. You can continue to update your key results as you reach them or as your career aspirations change.
*Want to learn even more about setting goals? Check out this detailed article!*
Align Your Goals
I’ve made the huge mistake several times by forging ahead on goals before checking in with my manager. What happened was a bit of a train wreck — I’d accomplished things, but they weren’t as aligned with my manager’s expectations as they could have been. This led to huge amounts of disappointment for myself and my manager.
Here are some great ways to align your goals.
Share with Your Manager
Share your draft goals with your manager early in the process and ask for their feedback. This not only ensures alignment but also shows your proactive approach to your professional development. For example, you might say, “I’ve outlined a few goals that align with our team’s focus on enhancing the onboarding experience. Can we discuss how these align with our broader objectives?” Additionally, if you have a mentor within the organization, seek their input as well. Mentors can provide valuable insights and help you refine your goals based on their experience. They might point out areas you hadn’t considered or suggest ways to make your goals more impactful.
After gathering feedback, iterate on your goals. Modify them to better align with the feedback received, ensuring they are realistic yet challenging. A well-aligned goal might be, “Complete three usability studies on the new feature by the end of Q3 and provide actionable insights to the product team.” This goal is specific, measurable, achievable, relevant, and time-bound (SMART), making it easier to track progress and demonstrate success.
Once your goals are refined, it’s crucial to secure your manager’s endorsement. An endorsed goal ensures that your manager is on board with your plan, which can be beneficial during the performance review.
Document your goals clearly and make sure they are officially recorded in whatever performance management system your organization uses. This documentation serves as a reference point throughout the review period.
Have Regular Check-Ins
Achieving your goals is a significant milestone, but it’s equally important to have regular check-ins with your manager to discuss your progress. These check-ins are opportunities to adjust your goals if priorities shift and to get real-time feedback. You might say, “Based on our initial goals, I’ve completed the first round of user testing. Here are the insights I’ve gathered. Do you think we should pivot our focus based on these findings?”
It’s also wise to have a discussion about your performance in relation to these goals. While a responsible manager cannot guarantee an above-average performance review based solely on meeting set goals due to the comparative nature of reviews, they can provide guidance on whether your goals are setting you up to meet or exceed expectations. Ask questions like, “Do these goals help me meet expectations, or do they stretch me to exceed expectations for my role?” This conversation can offer valuable pointers on how to approach your work.
Ultimately, setting and aligning goals as a user researcher involves a continuous dialogue with your manager and stakeholders, regular adjustments based on feedback, and a strategic approach to aligning your personal growth with the company’s objectives. By following these steps, you ensure that your contributions are recognized and valued, positioning you for a successful performance review.
Be More Prepared
One of the worst things I’d done when it comes to performance reviews was wait until the last minute and scramble to set up a case for how awesome and valuable I’d been the past six months.
Talk about stressful.
I’d be begging people for feedback or trying to remember all the amazing things I’d done the past few months. Spoiler alert: when you are trying to think about all your successes, it’s very easy to forget all of them. I literally sat back wondering what I had done with my time the past six months.
Not the best vibe for a walking into a performance review. Or for my confidence in general.
I tried to pull together the best stuff I could, but, as always, hindsight is 20/20 and there were a ton of things I missed that were super impactful to bring up.
Between this and getting laid off suddenly and seemingly not having any recollection of my past work for my resume or case studies, I decided to never again leave measuring and tracking my work until the last minute.
I finally decided to be proactive. And it paid off big time. Here’s are some ways I recommend getting into the habit of being more prepared.
Counteract Bias
To counteract recency bias, which can often affect performance reviews, it’s essential to consistently record your wins and significant contributions throughout the year. As a user researcher, this means documenting every impactful study, insightful finding, and positive stakeholder feedback as it happens. For example, after completing a user testing session that uncovers a major usability issue, immediately note down the details of the session, the problem identified, and the recommended changes. Additionally, take screenshots of any praise or positive feedback you receive in emails or chats from colleagues and stakeholders. This regular documentation ensures that none of your important work gets overlooked during the review process.
Continuously Track Your Work
Keeping a comprehensive work log is another critical step. This living document should include detailed records of all notable projects, links to relevant research reports, and the impact of your findings. For instance, if your research led to a significant improvement in the user onboarding process, document the specific changes made and the resulting metrics, such as increased user retention or reduced drop-off rates. By maintaining this log, you create a clear, organized record of your contributions that you can easily refer to during performance reviews.
This type of tracking can also ensure you are doing the most impactful work, rather than just “busywork.” I’ve got stuck in an endless cycle of trying to improve a part of a process that wasn’t super critical, or spending hours trying to create a graph that didn’t translate findings well. Focus on the most effective stuff. Balance quality and speed appropriately for your environment; at startups, you might need to deliver quick, iterative research, while at larger companies, more thorough, well-documented studies might be valued. Again, understanding your context is key.
Share Your Work
Regularly sharing your progress with your manager is vital. Schedule bi-weekly or monthly one-on-one meetings to discuss the work you’ve been doing, the successes you’ve achieved, and any challenges you’re facing. For example, you might present the findings from a recent user survey that highlighted critical areas for product improvement and discuss the next steps. This regular communication helps ensure your manager is fully aware of your efforts and achievements.
As a manager, I was often surprised by the amount of work my team did that I wasn’t aware of, not because I didn’t care, but because they hadn’t shared it. Err on the side of oversharing to ensure your manager has a complete picture of your contributions.
*If you are having trouble with 1x1s with your manager, check out this article!*
Balance Your Work with Helping Others
Helping others is equally important. Balance your individual work with contributions that support your team and the broader organization. This could involve collaborating with designers to refine prototypes based on user feedback, offering to conduct additional usability tests to support a developer’s new feature, or mentoring junior researchers. However, ensure that your contributions are recognized by documenting these collaborative efforts in your work log and mentioning them during your regular check-ins with your manager.
To avoid being perceived as unfocused or having your contributions go unnoticed, make sure to capture all the work you do to help others. For instance, if you spend significant time mentoring a new researcher or assisting a team with user testing, note these activities in your work log and discuss them with your manager. This documentation helps highlight your teamwork and the value you bring to the organization beyond your individual tasks.
Ask For Feedback
Asking for specific feedback periodically is crucial for continuous improvement and avoiding surprises during performance reviews. Seek feedback from your manager and peers well ahead of the review period. For example, after completing a significant research project, ask for feedback on both the process and the outcomes. Questions like, “How did my research findings help inform the latest product decisions?” or “What could I improve in my next user study?” can provide valuable insights.
Make feedback a regular part of your routine. After facilitating a team meeting, ask a senior colleague for their thoughts on how it went and what could be improved. When you resolve an issue, such as a problem discovered through user testing, ask your manager for feedback on how you handled it and what could be done better next time. After presenting research findings, ask stakeholders for their feedback on the clarity and impact of your presentation.
Here are some additional examples of questions to get feedback:
Take feedback seriously but remember that it’s subjective. Listen carefully, evaluate its validity, and decide which points to act on. For example, if multiple colleagues suggest that your reports could be more concise, consider adopting a more streamlined reporting format.
I know feedback can be difficult to ask for and receive. I avoided feedback to the best of my ability for quite some time, but, when I finally was able to separate myself from the feedback — it isn’t personal — my work changed considerably and I improved my craft so much. Start small and work up to large pieces of feedback if you need to.
The Performance Review
Now it is time for the big review. You’ve done your homework in preparing for it and now it is time for a few final preparations, and then some advice for during and after the review process.
Before the Review
There are a few more things you can do right before the review to ensure everything goes as smoothly as possible and you walk into your performance review with confidence.
Identify Important Deadlines
Timely preparation is essential for a smooth performance review process. Identify key dates such as the deadlines for submitting documents, the calibration meeting date, and when your manager is likely to finalize their preparation. Knowing these dates helps you manage your time effectively and ensure that all necessary documentation is ready in advance.
Make sure to provide your manager with all necessary context and documentation well before these dates, including filling in any knowledge gaps about your contributions. Offering your manager a summary of your work can be incredibly helpful. For instance, use your work log mentioned above to highlight your key projects, their impacts, and any recognition you received. This proactive approach ensures that your manager has all the information they need to advocate for you effectively during the review.
Gather Feedback from Peers
Peer feedback provides a well-rounded view of your performance. If your organization has a formal process for peer feedback, ensure you select colleagues who have sufficient context of your work and are willing to provide constructive feedback. If there’s no formal process, you’ll need to gather feedback informally.
Privately seek feedback from peers by asking what you’re doing well and areas for growth. For example, you might say, “I would appreciate your feedback on the usability study I conducted last month. What did you find most useful, and how can I improve?” Write down the feedback you receive and, depending on your relationship with your manager, consider sharing this feedback with them to provide a fuller picture of your performance.
Assess Your Relationship with Your Manager
Your manager plays a pivotal role in your performance review, so it’s important to understand your standing with them. Start by gauging your standing by asking your manager for feedback to understand how they view your performance. Inquire whether they think you are meeting, exceeding, or falling short of their expectations. For example, you might ask, “Can you provide feedback on my performance over the past six months? Do you think I am meeting the expectations set for my role?”
This will provide you with a clear idea of where you stand. Reflect on the level of trust and communication with your manager. Consider how many review cycles you have completed together and whether there were any surprises in the past. Additionally, assess your manager’s influence within the organization. A more influential manager can better advocate for you during calibrations. Understanding these dynamics can help you strategize better for your review.
My Relationship with My Manager Sucks
I’ve been there and it can be really difficult if your relationship with your manager is not strong, especially during stressful times like performance reviews. Here are several strategies you can use to ensure a fair performance review:
Seek Clarity: Request a meeting with your manager to clarify their expectations and the specific criteria they use for performance evaluations. This can help ensure you are aligned with their priorities and understand what is expected of you.
Example: “I’d like to better understand your expectations for my role and how you will be assessing my performance. Could we discuss this in our next one-on-one meeting?”
Document Your Work: Maintain detailed records of your projects, achievements, and any feedback you receive. This documentation can serve as evidence of your contributions and help counteract any potential biases.
Example: Keep a work log that includes descriptions of key projects, metrics showing the impact of your work, and screenshots of positive feedback from colleagues and stakeholders. Even better if these align directly with what your manager told you was important
Build a Support Network. Seek feedback from your peers and stakeholders who can provide a balanced view of your performance. This feedback can be included in your self-review to offer additional perspectives.
Anticipate Questions: Think about potential questions or concerns your manager might raise and prepare thoughtful responses. This can help you feel more confident and articulate during the review.
Example: If your manager has previously questioned the impact of your work, prepare metrics and case studies that clearly demonstrate the value of your research.
Professional Development: Engage in continuous professional development to enhance your skills and knowledge. This demonstrates your commitment to growth and can positively influence your performance review.
Example: “Completed a certification course on advanced user research methodologies, which has already improved the quality of our usability studies.”
Stay Professional: Even if the relationship is strained, maintain a professional demeanor. Focus on your work and contributions rather than personal differences.
Address Issues Constructively: If there are specific issues affecting your relationship with your manager, address them constructively and seek to find common ground.
Example: “I’ve noticed that we have different approaches to project management. Can we discuss how we can align our methods to improve collaboration?”
These strategies won’t fix a broken relationship but they can help you with ensuring you get a just performance review, and can get ahead any personal issues.
Write a Self Review Document
Creating a thorough self-review document is a critical step in preparing for your performance review. This document should highlight your accomplishments, address challenges, and reflect on your progress towards your goals.
Step 1: Compile Key Achievements
Start by listing your major accomplishments over the review period. Focus on specific projects, their impacts, and any recognition you received. Be as detailed as possible to provide a clear picture of your contributions.
Example:
Project: Led a comprehensive usability study for the new feature X.
Impact: Identified critical user issues that led to a 20% increase in task completion rates post-implementation.
Recognition: Received praise from the product team for the actionable insights provided, which significantly influenced the feature redesign.
Include both quantitative and qualitative achievements:
Quantitative Achievements: Metrics such as “increased user satisfaction by 25%,” “reduced user error rate by 15%,” or “improved completion time by 10 minutes.”
Qualitative Achievements: Insights like “enhanced user engagement through improved interface design,” or “streamlined user onboarding process based on research findings.”
Step 2: Address Challenges and Solutions
Discuss any challenges you faced during the review period and how you addressed them. This shows your problem-solving skills and resilience.
Example:
Challenge: Faced difficulties in recruiting participants for user interviews.
Solution: Developed a new outreach strategy that included leveraging social media platforms and partnerships with community organizations, which increased participation by 30%.
Outcome: Successfully conducted a series of in-depth interviews that provided critical insights for the project.
Be honest about what didn’t go as planned, and emphasize what you learned and how you adapted:
Challenge: Limited budget for usability testing.
Solution: Utilized remote testing tools and recruited participants through low-cost channels, maintaining the quality of insights while staying within budget.
Outcome: Completed the usability testing on time and within budget, providing valuable feedback for the product team.
Step 3: Summarize Feedback Received
Summarize the key feedback you received from peers, stakeholders, and your manager throughout the year. Reflect on this feedback and how you have acted on it.
Example:
Feedback: Peers appreciated the clarity and depth of my usability reports but suggested more frequent updates.
Action Taken: Implemented bi-weekly update meetings to keep the team informed of progress and interim findings.
Outcome: Improved team collaboration and ensured timely feedback integration into the product development cycle.
Include examples of both positive feedback and constructive criticism:
Constructive Feedback: A team member suggested I improve the visualization of data in reports to enhance understanding.
Action Taken: Started using more visual aids like charts and infographics in my reports, which received positive feedback from the team.
Step 4: Reflect on Goals Achieved
Reflect on the goals set at the beginning of the review period and assess your progress towards achieving them. Be specific about what was accomplished and any deviations from the plan.
Example:
Goal: Conduct three major usability studies by Q3.
Achievement: Successfully completed four usability studies, providing critical insights that led to a 15% increase in user retention.
Reflection: The extra study conducted allowed us to explore an unexpected user pain point, which was pivotal in refining our approach.
Discuss any goals that were not fully met and provide context:
Goal: Increase user survey response rates by 25%.
Achievement: Achieved a 20% increase, slightly below the target.
Reflection: Despite falling short, implemented several new strategies that showed promise, and will continue refining these approaches.
Step 5: Demonstrate Competencies
Show how you have demonstrated key competencies required for your role. Use concrete examples to illustrate your skills and contributions.
Example:
Competency: Data Analysis and Interpretation
Example: “Conducted in-depth data analysis of user interaction patterns, leading to actionable insights that reduced user error rates by 15%.”
Reflect on how you have grown in your role and any new skills you have developed:
Competency: Cross-Functional Collaboration
Example: “Successfully facilitated workshops with design and development teams to integrate user feedback into the product development process, enhancing team alignment and project outcomes.”
Step 6: Include Praise and Positive Feedback
Collect and document written or verbal praise and positive feedback you’ve received throughout the year. This can come from emails, meetings, or informal conversations.
Example:
Email from Product Manager: “Your insights from the recent usability test were instrumental in guiding our redesign efforts. Thank you for your thorough and thoughtful work.”
Verbal Feedback from Stakeholder: “I really appreciate the clear and actionable recommendations in your report. They made a significant difference in our decision-making process.”
Compile these instances to showcase the recognition you’ve received for your hard work and contributions:
Praise: Received commendation from the head of product for my innovative approach to solving user engagement issues.
Feedback: Acknowledged by the team for my effective communication and presentation skills during the all-hands meeting.
Step 7: Rate Yourself
Decide whether to include a self-assessment rating in your review document. This can be a helpful way to demonstrate self-awareness and set the tone for your manager’s evaluation.
Example:
Self-Rating: “Based on my achievements, feedback, and goal progress, I believe I am exceeding expectations in my role. I have consistently delivered high-quality insights that have significantly impacted product decisions.”
Provide justification for your rating with specific examples and outcomes:
Justification: “In addition to meeting all my set goals, I took the initiative to lead an extra usability study that identified critical issues, resulting in a 20% increase in task completion rates. My efforts have been recognized by both peers and stakeholders, highlighting my contribution to the team’s success.”
During the Review
Performance reviews can be a nerve-wracking time, especially if you’re aiming for a top rating or a bonus. I know that I’ve lost nights of sleep over this process, and I’ve walked into reviews with a churning stomach. It’s not really a fun conversation, especially if you experience impostor syndrome.
Here’s how to make the most out of this period and navigate the review process smoothly.
Keep Things in Perspective
Performance reviews are just a snapshot of your performance at a specific time. While they might seem incredibly important, remember that a single review doesn’t define your entire career. Some people get poor reviews and then thrive in new roles, while others with consistent high reviews might feel stuck.
If you get unexpected negative feedback, use it as a growth opportunity. Think about how this feedback fits into your overall career path and let it guide your professional development. Try not to take it too personally, but instead as motivation to grow. This can be difficult but spend some time away from the feedback before diving into solutionizing.
Know the Review Metrics
Typically, about 20% of people get above-average reviews, 60-70% get average ones, and 10-15% score below average. This distribution helps set realistic expectations.
Look at your team and recognize that while everyone aims for a great review, not everyone will get it. Set realistic expectations for yourself. If most are expected to get average or better reviews, aim for solid performance but see anything above average as a bonus.
Don’t Bank on the Outcome
As hard as it is, especially for those of you who have a vivid imagination (here, here), try hard to not have one specific outcome in mind. Avoid making big plans based on the expected outcome of your performance review. Since reviews can be unpredictable and bonuses are not guaranteed, it’s smart to keep your expectations flexible.
Be Aware of Biases
Unconscious biases can influence performance reviews. Common ones include recency bias (favoring recent work) and horns bias (letting one positive or negative event overshadow everything).
Be ready to discuss your contributions throughout the entire review period, not just recent projects. If you notice a bias in the feedback, address it by providing evidence of consistent performance over time, for example, “I understand the recent project didn’t go as planned, but here are examples of my consistent performance on previous projects that significantly contributed to our team goals.”
Here are some additional biases to look out for and how to overcome them:
Leniency Bias: Overly lenient managers give higher ratings than deserved.
Example: Manager avoids giving negative feedback and rates most team members as above average.
Tip: Request honest and constructive feedback to get a realistic understanding of your performance.
Similarity Bias: Favoring employees who are similar in background, interests, or working style.
Example: Better ratings given to employees who share the manager’s hobbies or point of view.
Tip: Demonstrate how your unique skills and perspectives contribute to the team’s success.
Halo Bias: A single positive event or attribute influences the overall evaluation.
Example: A high-profile project success overshadows other areas needing improvement.
Tip: Highlight both your successes and areas where you are working to improve.
Strictness Bias: Excessively strict managers set unusually high standards.
Example: Manager rarely gives high ratings and is critical even of minor issues.
Tip: Seek specific examples and actionable feedback to understand expectations.
Central Tendency Bias: Rating all team members similarly to avoid distinguishing between high and low performers.
Example: Everyone receives similar ratings regardless of actual performance.
Tip: Provide specific examples and evidence of your performance to illustrate your contributions.
Contrast Bias: Comparing team members against each other rather than the role’s expectations.
Example: Performance is assessed relative to a high-performing colleague instead of job criteria.
Tip: Ensure your performance is evaluated against clear, predefined criteria.
Confirmation Bias: Seeking evidence to confirm preconceived notions about an employee.
Example: Manager focuses on mistakes to confirm a belief that you are not detail-oriented.
Tip: Provide balanced evidence of your work and be prepared to discuss how you’ve addressed and improved in perceived weak areas.
Attribution Bias: Attributing successes to external factors and failures to the employee’s abilities or effort.
Example: Successes seen as luck while failures are attributed to incompetence.
Tip: Highlight your direct contributions to successes and explain how your efforts led to positive outcomes.
Gender and Racial Bias: Evaluations influenced by the employee’s gender or race, leading to unfair assessments.
Example: Women or minority employees receive lower ratings despite similar performance levels as peers.
Tip: Advocate for objective criteria and standardized processes in performance reviews. Seek feedback from diverse peers.
Gauge Your Manager’s Feedback Skills
Managers vary widely in their ability to give effective feedback. Some are experienced and skilled, while others may struggle with providing constructive and fair evaluations.
Reflect on past interactions with your manager to gauge their feedback style. If your manager has been inconsistent or unclear, prepare to ask clarifying questions during the review, such as, “Can you provide more details on the specific areas where you think I can improve? This will help me focus my efforts more effectively.”
Engage in the Review Conversation
Treat your performance review as a two-way conversation, not just a one-sided evaluation. Be ready to discuss your achievements, challenges, and feedback constructively. Bring a copy of your self-review document to the meeting. Use it to guide the discussion and ensure you cover all your key points.
Clarify Feedback
When you receive feedback, especially if it’s negative or unexpected, seek clarification and actionable advice on how to improve. Ask specific questions to understand the context and details of the feedback. This will help you grasp the areas needing improvement and plan your next steps effectively.
Something I’ve asked in the past is, “Could you provide more context on the feedback about my communication skills during team meetings? What specific instances stood out, and how can I improve?”
After the Review
The steps you take after your performance review are crucial for your future success. Whether the feedback is glowing or a bit tough to swallow, how you respond and act on it can make all the difference. Here are some things I recommend doing (after failing to do so in the past):
Remember, You’re on the Same Team
Your manager wants to build a high-performing team, which means they want you to succeed. They give tough feedback because they believe in your potential and want to help you grow. So, take their feedback in the spirit it’s given, knowing that you’re working towards the same goal.
If your manager points out that your recent user research study lacked depth, understand they’re aiming to help you deliver more impactful insights in the future. Respond positively: “What specific areas did you feel needed more depth, and how can I improve my next study?”
Follow Up After the Review
After the performance review, it’s important to follow up on the points discussed. This shows your commitment to improvement and keeps the dialogue going with your manager. Send a thank-you email to your manager summarizing the key points from your review and outlining your action plan based on the feedback.
Here is something I have sent my manager in the past: “Thank you for the insightful review. I’ve noted the areas for improvement and have already started working on enhancing my presentation skills and getting concrete feedback from stakeholders. I look forward to discussing my progress in our next one-on-one meeting.”
Take Negative Feedback in Stride
No one likes hearing they didn’t perform as well as they thought, but negative feedback can be a goldmine if it’s specific and actionable. Instead of brushing off vague criticism, ask for details. Push your manager to provide concrete examples of where you can improve.
For instance, if your manager says your communication needs work, ask for specifics: “Can you tell me where my communication fell short? Was it during team meetings, in my reports, or when presenting findings to stakeholders?” Once you have the details, reflect on them. Figure out if the feedback aligns with your self-assessment and decide on actionable steps. For example, if you agree your presentations need polish, consider taking a communication course or seeking advice from a colleague who excels in that area.
Think Long-Term
Your career is a marathon, not a sprint. A single performance review won’t make or break you. Whether you get a “meets expectations” or “exceeds expectations” rating, it’s just one chapter in your career story. Focus on long-term goals: the projects you tackle, the relationships you build, the skills you acquire, and the challenges you overcome.
For example, if you get a “meets expectations” rating despite putting in a lot of effort, use it as motivation. Reflect on the feedback and set new goals for the next review cycle. Maybe aim to lead a high-impact project or hone a particular skill, like advanced data analysis or stakeholder management.
Keep the Big Picture in Mind
Performance reviews matter, but they’re just one piece of your career puzzle. Keeping a long-term perspective helps you avoid putting too much weight on any single review. Focus on continuous improvement and development.
Even if you don’t get the top rating this time, consistently improving your skills, delivering valuable research, and building strong professional relationships will pay off over time. For instance, I didn’t get a top rating once, but by steadily building my expertise in new methodologies and consistently providing actionable insights, I eventually gained recognition and advanced in my career.
Practical Tips for Moving Forward
Set New Goals: Based on the feedback, set specific, measurable goals for the next review period. If you need to improve your report writing, set a goal to complete a technical writing course or workshop within the next six months.
Seek Continuous Feedback: Don’t wait until the next performance review to get feedback. Regularly ask your manager and peers for input on your work. This helps you make incremental improvements and avoid surprises during formal reviews.
Document Your Progress: Keep a detailed work log of your achievements, challenges, and feedback received. This helps you track your progress and provide concrete examples during your next review.
Invest in Professional Development: Use the feedback to identify growth areas and seek out professional development opportunities. This could be in the form of workshops, courses, or conferences.
Build Strong Relationships: Engage with colleagues and stakeholders regularly. Building a strong network provides support, opportunities for collaboration, and a broader perspective on your work.
Reflect and Adjust: Take time to reflect on the feedback and your performance. Adjust your strategies and approaches as needed to better align with your goals and the expectations of your role.
For example, after receiving feedback that my presentations lacked engagement, I joined a local improv group to improve my public speaking skills. Over time, not only did my presentation skills improve, but I also gained confidence and received positive feedback in subsequent reviews for my clear and engaging presentations.
Build Your Confidence
Performance reviews can feel like a rollercoaster. But trust me, with the right prep and mindset, they can be a total game-changer for your career.
I’ve been there, walking into my first review with sweaty palms and a racing heart, only to leave feeling like I missed the mark. But every review since has taught me something new. The key is to be proactive and stay flexible.
Keep a record of your wins as they happen – don’t wait until the last minute. Ask for feedback regularly, not just when review time rolls around. And always keep the big picture in mind. Your career is a marathon, not a sprint.
Take the feedback you get, both the good and the not-so-good, and use it to grow. Don’t let one review define you; let it guide you. Build strong relationships, stay curious, and focus on making a real impact with your work.
In the end, performance reviews are just one part of your career journey. With the right approach, you can turn them into opportunities to shine. So take a deep breath, prepare like a pro, and use each review to get closer to your goals.
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