The annual review conversation

The Annual Review conversation is an opportunity to reflect on the performance period, recognize contributions, discuss performance and development, exchange feedback, and build shared understanding about performance and expectations.

Use the completed Annual Review Form and the employee’s Self-Review to guide the discussion, but focus on having a meaningful two-way conversation.

1. Open the Conversation

Set the purpose and tone for the discussion. Let the employee know what you will cover and invite them to participate throughout the conversation.

You might begin by:

  • Thanking the employee for completing their Self-Review and preparing for the discussion.
  • Explaining that you will reflect on the full performance period, including accomplishments, performance, progress, development, and values.
  • Letting the employee know that you want to hear their perspective, questions, and feedback as you talk.

Tip: The Annual Review should be a conversation, not a presentation. Avoid reading the completed form to the employee. Use it to organize and support the discussion.

2. Begin with the Employee’s Perspective

The Self-Review provides a natural starting point for the conversation. Ask the employee what stands out to them when they reflect on the year.

Questions might include:

  • What are you most proud of from this performance period?
  • What accomplishments or contributions do you think had the greatest impact?
  • What was most challenging?
  • Where do you think you grew or developed?
  • Is there anything from your Self-Review you especially want to make sure we discuss?

Tip: Listen before moving immediately to your assessment. The employee may provide context, examples, or accomplishments that add to your understanding of the year.

3. Discuss Performance, Contributions, and Progress

Use Discussion Theme 1 to talk about the employee’s performance across the entire review period. The form specifically calls for consideration of responsibilities and expectations, accomplishments and results, impact, strengths and opportunities for improvement, goals, and development.

Recognize meaningful accomplishments and strengths, while also discussing areas where continued improvement or development is needed.

Tips for an effective discussion:

  • Be specific. Use examples rather than broad statements such as “great job” or “you need to improve.”
  • Discuss both results and their impact.
  • Recognize progress, not just completed goals.
  • Address areas for improvement clearly rather than softening the message so much that the employee is unsure what needs to change.
  • Allow the employee to respond and provide additional context.

When discussing an area for improvement, a useful structure is:

What you observed → why it matters → what is expected going forward.

4. Discuss Values and How the Work Was Accomplished

Use Discussion Theme 2 to discuss how the employee demonstrated MSU Core Values and applicable MAU or department values and behavioral expectations.

This portion of the conversation helps reinforce that performance includes both what employees accomplish and how they accomplish it.

Consider asking:

  • Where do you think you demonstrated our values particularly well this year?
  • Which values were most important in accomplishing your work?
  • Are there areas where you would like to strengthen how you demonstrate these values?

Tip: Avoid treating the values as a checklist. Focus on specific behaviors and examples that illustrate how values showed up in the employee’s work and interactions.

5. Discuss the Overall Performance Rating

Share the overall performance rating and explain the reasoning behind it. Connect the rating to the employee’s performance across the entire review period, rather than to one accomplishment, concern, or recent event. The new form explicitly directs supervisors to consider performance over the full year or performance cycle.

Explain the rating using the criteria in the Performance Rating Guide and examples already discussed during the conversation.

Then give the employee an opportunity to respond.

Tips for discussing the rating:

  • State the rating clearly. Avoid making the employee guess where they landed.
  • Explain why, using specific evidence and examples.
  • Don't compare the employee with coworkers. Discuss performance relative to the expectations of the employee’s own role.
  • Don't negotiate the rating simply because the employee is disappointed. Listen to new information and consider it appropriately, but keep the discussion grounded in performance and expectations.
  • Remember that Successful represents strong, effective performance. Avoid language that unintentionally diminishes the rating, such as “just Successful.”
  • If the employee disagrees, focus first on understanding the difference in perspective rather than trying to convince them immediately.

6. Exchange Feedback

Discussion Theme 3 intentionally creates space for the employee to provide feedback about supervisory support, communication, resources, and workplace effectiveness.

Ask directly rather than simply saying, “Do you have any feedback for me?”

Questions such as these may make it easier for employees to respond:

  • What have I done as your supervisor that has helped you be successful?
  • What could I do differently to better support your work?
  • Are there things that would improve our communication or how we work together?
  • Are there resources, information, or support that would help you be more effective?
  • What should we continue doing, change, or pay more attention to going forward?

Tip: Receiving feedback can be as important as asking for it. Listen with curiosity, ask questions to understand, and avoid immediately explaining or defending your actions.

7. Close with Clarity and Looking Forward

Before ending the meeting, summarize the major themes of the conversation and make sure the employee understands:

  • What they are doing well and should continue.
  • Any performance expectations or areas that need greater attention.
  • Development priorities or opportunities.
  • Any follow-up commitments made by the employee or supervisor.
  • What happens next.

Ask whether there is anything important that has not yet been discussed.

The employee may use the Additional Employee Comments section to provide additional information or perspective. Signatures indicate that the Performance Review discussion occurred; they do not need to signify agreement with everything in the review.

Tips for a Productive Annual Review Conversation

  • No surprises. Significant performance concerns should have been discussed before the Annual Review.
  • Make it two-way. Supervisors should talk with employees rather than at them.
  • Be specific and balanced. Recognize strengths and accomplishments while being clear about areas requiring attention.
  • Listen for new information. The employee may have context or examples you did not previously consider.
  • Stay focused on performance, not personality. Describe observable behaviors, results, impact, and expectations.
  • Don't compare employees. Evaluate the employee within the expectations and opportunities of their role.
  • Allow silence. Employees sometimes need time to process feedback or formulate a response.
  • Don't avoid difficult messages. Respectful, timely clarity is more helpful than leaving an employee uncertain about where they stand.
  • End with shared understanding. The employee should leave knowing what is going well, what needs attention, and what comes next.
Follow Up

Provide the employee with a copy, and keep one for your records. Consult your unit/college HR representative on the protocol for sending the signed document to MSU Human Resources. Be sure to schedule at least one Mid Cycle Check In in addition to your regular one on one conversations. 

Once the Annual Review is completed a new cycle begins. A Performance Planning meeting for the coming year needs to occur within 30 days of the Annual Performance Review due date. Planning meetings that occur outside of this time frame will appear as completed late in any related reporting.

Performance Improvement Plans

If an employee receives a Does Not Meet Expectations on their annual review, it is required that a Performance Improvement Plan  (PIP) be completed, signed and submitted to HR along with the Annual Review. The review period for the PIP lasts 90 days, with required feedback at 30 and 60 days. Supervisors should contact their unit HR representatives and/or Employee Relations as needed for assistance with PIP goal setting. Once the PIP timeframe is complete, the supervisor and employee then resume the cycle and complete the Performance Planning meeting in looking at the remainder of the year ahead.