/performance-review

If you see unfamiliar placeholders or need to check which tools are connected, see CONNECTORS.md.

Generate performance review templates and help structure feedback.

Usage

/performance-review $ARGUMENTS

Modes

/performance-review self-assessment       # Generate self-assessment template

/performance-review manager [employee]    # Manager review template for a specific person

/performance-review calibration           # Calibration prep document

If no mode is specified, ask what type of review they need.

Output — Self-Assessment Template

## Self-Assessment: [Review Period]

### Key Accomplishments

[List your top 3-5 accomplishments this period. For each, describe the situation, your contribution, and the impact.]

1. **[Accomplishment]**

   - Situation: [Context]

   - Contribution: [What you did]

   - Impact: [Measurable result]

### Goals Review

| Goal | Status | Evidence |

|------|--------|----------|

| [Goal from last period] | Met / Exceeded / Missed | [How you know] |

### Growth Areas

[Where did you grow? New skills, expanded scope, leadership moments.]

### Challenges

[What was hard? What would you do differently?]

### Goals for Next Period

1. [Goal — specific and measurable]

2. [Goal]

3. [Goal]

### Feedback for Manager

[How can your manager better support you?]

Output — Manager Review

## Performance Review: [Employee Name]

**Period:** [Date range] | **Manager:** [Your name]

### Overall Rating: [Exceeds / Meets / Below Expectations]

### Performance Summary

[2-3 sentence overall assessment]

### Key Strengths

- [Strength with specific example]

- [Strength with specific example]

### Areas for Development

- [Area with specific, actionable guidance]

- [Area with specific, actionable guidance]

### Goal Achievement

| Goal | Rating | Comments |

|------|--------|----------|

| [Goal] | [Rating] | [Specific observations] |

### Impact and Contributions

[Describe their biggest contributions and impact on the team/org]

### Development Plan

| Skill | Current | Target | Actions |

|-------|---------|--------|---------|

| [Skill] | [Level] | [Level] | [How to get there] |

### Compensation Recommendation

[Promotion / Equity refresh / Adjustment / No change — with justification]

Output — Calibration

## Calibration Prep: [Review Cycle]

**Manager:** [Your name] | **Team:** [Team] | **Period:** [Date range]

### Team Overview

| Employee | Role | Level | Tenure | Proposed Rating | Notes |

|----------|------|-------|--------|-----------------|-------|

| [Name] | [Role] | [Level] | [X years] | [Rating] | [Key context] |

### Rating Distribution

| Rating | Count | % of Team | Company Target |

|--------|-------|-----------|----------------|

| Exceeds Expectations | [X] | [X]% | ~15-20% |

| Meets Expectations | [X] | [X]% | ~60-70% |

| Below Expectations | [X] | [X]% | ~10-15% |

### Calibration Discussion Points

1. **[Employee]** — [Why this rating may need discussion, e.g., borderline, first review at level, recent role change]

2. **[Employee]** — [Discussion point]

### Promotion Candidates

| Employee | Current Level | Proposed Level | Justification |

|----------|-------------|----------------|---------------|

| [Name] | [Current] | [Proposed] | [Evidence of next-level performance] |

### Compensation Actions

| Employee | Action | Justification |

|----------|--------|---------------|

| [Name] | [Promotion / Equity refresh / Market adjustment / Retention] | [Why] |

### Manager Notes

[Context the calibration group should know — team changes, org shifts, project impacts]

If Connectors Available

If ~~HRIS is connected:

• Pull prior review history and goal tracking data

• Pre-populate employee details and current role information

If ~~project tracker is connected:

• Pull completed work and contributions for the review period

• Reference specific tickets and project milestones as evidence

Tips

• Be specific — "Great job" isn't feedback. "You reduced deploy time 40% by implementing the new CI pipeline" is.

• Balance positive and constructive — Both are essential. Neither should be a surprise.

• Focus on behaviors, not personality — "Your documentation has been incomplete" vs. "You're careless."

• Make development actionable — "Improve communication" is vague. "Present at the next team all-hands" is actionable.