Performance Review Policy Template

Purpose

This policy establishes a standardized framework for conducting employee performance reviews to support professional development, recognize achievements, and align individual contributions with organizational goals.

Scope

This policy applies to all employees, including full-time, part-time, and contract workers who have completed their probationary period.

Review Frequency

Annual Reviews

Conducted once per year for all eligible employees

Scheduled within 30 days of the employee's hire date anniversary

Comprehensive evaluation of performance over the previous 12 months

Mid-Year Reviews

Conducted six months after the annual review

Focused on progress toward goals and course corrections

Less formal but documented

Probationary Reviews

New employees reviewed at 90 days (or as specified in employment agreement)

Determines continuation of employment and transition to regular status

Review Process

Preparation Phase (2-3 weeks before review)

HR notifies managers and employees of upcoming review dates

Employees complete self-assessment forms

Managers gather performance data, feedback from colleagues, and review documentation

Managers complete preliminary evaluation forms

Review Meeting

Manager and employee meet privately for 60-90 minutes

Discussion covers:

Achievement of previous goals and objectives

Job knowledge and skills

Quality and quantity of work

Communication and teamwork

Areas of strength

Areas for improvement

Career development interests

Goals for the coming period

Documentation

Manager completes formal review form within 5 business days

Employee reviews and signs documentation

Employee may attach written comments if desired

HR receives and files completed reviews within 10 business days

Evaluation Criteria

Performance is assessed using a standardized rating scale:

Exceeds Expectations: Consistently surpasses performance standards

Meets Expectations: Consistently fulfills all performance standards

Needs Improvement: Partially meets standards; requires development

Unsatisfactory: Does not meet minimum standards; immediate action required

Evaluations consider:

Goal achievement and results

Core competencies relevant to position

Adherence to company values

Professional development and growth

Goal Setting

SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) established during each review

Goals aligned with departmental and organizational objectives

Progress reviewed during mid-year check-ins

Performance Improvement Plans

Employees rated "Needs Improvement" or "Unsatisfactory" may be placed on a Performance Improvement Plan (PIP) outlining specific expectations, timelines, and support measures.

Compensation and Promotion Decisions

While performance reviews inform compensation and promotion decisions, they are not automatic guarantees. Merit increases and promotions are subject to budget availability and organizational needs.

Confidentiality

Performance reviews are confidential and shared only with the employee, their direct manager, HR, and senior leadership as appropriate.

Employee Rights

Employees have the right to:

Provide input through self-assessments

Discuss ratings and feedback openly

Attach written responses to their review

Appeal ratings through HR if they believe the review was unfair or biased

Manager Responsibilities

Provide ongoing feedback throughout the year, not just during formal reviews

Document performance issues and achievements as they occur

Conduct reviews in a timely, fair, and objective manner

Ensure reviews are free from bias and discrimination

Review and Updates

This policy will be reviewed annually and updated as needed to reflect best practices and organizational changes.

Policy Effective Date: [Insert Date]

Policy Owner: Human Resources Department

Last Reviewed: [Insert Date]

Next Review Date: [Insert Date]

1.PURPOSE

1.1 The objective of this policy is to try and provide a link between the overall vision, strategic priorities and goals of the company with individual goals, performance standards and expectations, and formalize information for reward and recognition programs (based on objective parameters) within the organization. The vision and strategy incorporates financial, internal business processes (services of care), learning and growth and customer objectives, measures, targets, and initiatives.

1.2 To guide all employees through the performance appraisal process in order to manage and contribute to improving overall performance and the achievement of objectives.

1.3 To provide guidelines for the supervisor and employees to discuss and assess the employee’s performance, and to provide guidelines for training / development, follow-up and review.

1.4 To improve the channels of communication between managers, supervisors, and staff contributing to the developing of a better and more productive environment that actively supports continual quality and practice improvement and safety.

1.5 This policy must be read in conjunction with the probationary review policy, and the policies on competency, Training and Development.

2.POLICY

2.1 The performance appraisal scheme applies to all employees of the Organization. The scheme is customized to meet the particular needs of the specific roles and responsibilities of all levels of employee throughout the organization (includes all administrative and clinical staff).

2.2 Achievements are reviewed against goals or objectives, and with regard to the main competencies, for every profile depending on job description titles, and which may include:

2.2.1Strategic skills

2.2.2Operating Skills

2.2.3Courage ;Energy & Drive

2.2.4Teamwork

2.2.5Productivity

2.2.6Responsibility

2.2.7Accountability

2.2.8Personal and Interpersonal Skills including conflict and political negotiation, teaching, coaching, communication and consultation.

2.2.9(The above incorporate the employee’s specific achievements / aspirations incorporating the organization’s Mission, Vision, and core values)

2.3 Completion of all mandatory training and relevant department specific competencies; general orientation processes all signed off, including introductions to quality and risk management, are mandatory.

2.4 An employee will be expected to participate annually in the performance management process; all employees will be asked to self-appraise, in the first instance. The first annual appraisal takes place a year after the employee joins the organization regardless of when the probationary appraisal takes place.(Employee will fit into yearly appraisal planning process: objective setting and review Mid-year, and review at the end of the year.)

2.5 Appraisal does not remove a manager’s responsibility to establish and maintain a dialogue with an employee regarding their performance on a day-to-day basis, but provides a positive opportunity to motivate employees and stand back from day-to-day matters and take stock of all these discussions.

2.6 Appraisal should not be used as a disciplinary mechanism to deal with poor performance, but may provide evidence of action taken that would support the implementation of other means thereby improving performance, and discontinuation of what might be disturbing trends.

2.7 Information gathered during appraisal will be confidential to the parties involved, i.e. the employee, immediate manager of the employee, HR, and executive.

2.8 The performance appraisal for all clinical staff makes use, additionally, of the following as basis for the review:

2.8.1Chart Reviews / Peer reviews

2.8.2Mortality and Morbidity; procedural outcomes

2.8.3Incident Reports

2.8.4Client Satisfaction Survey – as necessary and pertinent

2.8.5Desired work behaviors: teamwork, collegiality, etc.

2.9Board and Directors Appraisal Review

2.9.1The process of evaluating the performance of the Board as a whole is the responsibility of the Board under the direction of the Chairman. The evaluation of Board performance involves:

2.9.1.1At the start of a period, the Board discussing the objectives to be achieved.

2.9.1.2At the end of the relevant period, the Board assessing the extent to which objectives were achieved by the Board.

2.9.1.3Assessment of individual directors' performance is a process determined by the Chairman, and draws on a range of techniques, including: discussion of Board and individual directors concerning their perceptions about the Board and Directors performance; and one-on-one interviews of directors with the Chairman when perceived as necessary.

2.9.1.4The Board assesses the CEO.

2.10The performance evaluation of the Chief Executive Officer is the oversight function of the Board. The evaluation of the Chief Executive Officer involves an assessment of a range of factors including the overall performance of the Company and the achievement of pre-determined goals.

2.11Executives / Management team

2.11.1 All company executives (other than the Chief Executive Officer) are subject to annual performance review by the Chief Executive Officer and if applicable, in conjunction with another senior executive.

2.11.2Executives are assessed according to various criteria, which may include:

2.11.2.1Completion of key job specifications and goals.

2.11.2.2Contribution towards specific business plan objectives.

2.11.2.3Effectiveness of leadership role played in heading up Operational

Committees and Contribution towards Board / Operational

Committees.

2.11.2.4The outcomes of executive performance reviews are reported to the Board, which has overall responsibility for ensuring that adequate performance management processes are in place for all executives.

2.12The Performance Management Procedure can be applied for periods of less than a year (interim appraisal) if Performance Management issues are raised.

3. PROCEDURE

3.1 Department manager/ immediate manager and each individual employee Identifies an action plan: priorities, objectives and targets for a yearly time period on which an employee will be evaluated. Interim goals ( 6 monthly) must be action planned and followed up on time, and documented as having been completed

The timelines:

•May-June, midyear: HR will ’nudge’ everyone into the beginning of the APR ( Annual Performance review)

•Employees are expected to initiate the process by completing self-reviews/comments

•Self-review comments include (e.g.); ‘How have you performed on your KPIs, the challenges and achievements so far’?

•Once manager has reviewed submission, a discussion will be held and targets agreed

•Nov-Dec, Annual review: employee will receive feedback at Mid/End of year, based on the actual achievements as compared to targets agreed during the cycle ( beginning of the year)

•Specific development areas, trainings and next steps will be agreed between managers and subordinates, based on the review discussion

3.2 An Agreement will be in place between the team manager and the individual employee on the annual goals set.

3.3 Self-Appraisal by the employee will be carried out on the basis of identified competencies and goals as per pre-defined targets and goals. Members of staff / superiors and subordinates will be asked how they perceive the employee (constructively scripted).

3.4 The Manager will conduct the performance review for each individual team member within their department. This will be carried out in a formal one-on-one discussion format and includes but is not limited to job description requisites, desired work behaviors, patient satisfaction surveys, what the employee may further require from the company).

3.5 The Employee and Manager agree on the rating (both for objectives, and competencies) of the individual for the last period’s performance, with the action plans/goals and objective setting for the next years’ time period and an achievable development plan ( using the acronym SMART):

•Specific / strategic

•Measurable

•Achievable

•Timeframe

To achieve higher productivity and performance. Both sign to this effect.

Quick Check while doing the Performance Review:

• Objective Setting Sheet- This sheet is used for Goal Setting process along with the employee. It is not necessary to have 5 Objectives, one can also have 4 or 6 depending on the role and complexity.

• Total Sum- Please make sure the total sum of all the Objectives should not exceed 100 i.e. One goal can have a maximum of 25% or minimum of 10% weightage attached to it.

• Examples are available from HR to guide employees and managers

• Objective Evaluation Sheet- Annual Evaluation Achievement means how much does the Manager feel an employee has achieved. For e.g. if any goal had a weightage of 25%, how much the manager feels it is achieved? It can be 15-20-25% depending on manager evaluation.

• Behavioural Competency Review- This can be done completely by the Managers, This must be discussed with and signed off by the employee

3.6 Appeal Procedure: Where an agreement is not reached and friction disrupts the department, the issue should be referred to the Senior Manager within the service area who will, within 5 working days, listen to the concerns of both parties and facilitate an agreement or a way forward which both parties are committed to.

3.6.1Where an agreement is not reached and both parties are committed to working effectively, parties can agree to disagree and sign to that effect.

3.6.2If on review a senior manager feels that 3.6.1 is not appropriate, the manager must initiate discussions with the parties concerned. This process and its outcome must be documented on the said Appraisal form.

3.6.3If disagreement persists the matter will be referred to the head of department who will, within 5 working days, hear the concerns of both parties and resolve the matter.

3.6.4The decision of the head of department will be final and given, in writing, within 5 working days of the meeting.

3.6.5In cases where the head of department is involved with Stage One of the procedure, or unavailable, the matter will be referred to COO/Director-HR, by mutual agreement.

3.7 This performance process supplies data and information to HR KPIs;

CONTRIBUTION FROM THE EMPLOYEE; DISCIPLINE AND DILIGENCE FOR SEEING THE PROCESS COMPLIED WITH informs quality process within HR and contributes to the employee performance appraisal, in line with strategic goals and objectives target plans

4. REFERENCES

4.1 Policy and procedure on Grievance

4.2 Probation performance review policy

4.3 PMS Objective and goal setting, and competency forms

Subject: Annual Performance Review Policy - Effective [Date]

Dear Team Members,

We are pleased to share our updated Performance Review Policy, which will take effect on [Date]. This policy outlines our commitment to fair, consistent, and meaningful performance evaluations that support your professional growth and align with our organizational objectives.

Our performance review process will occur [frequency - annually/semi-annually/quarterly], with evaluations scheduled during [specific months/periods]. All employees who have been with the company for at least [time period] will participate in formal reviews conducted by their direct supervisors.

The review process includes self-assessments, manager evaluations, goal-setting sessions, and development planning. We have designed this system to provide you with constructive feedback, recognize your achievements, and identify opportunities for growth and advancement.

Key dates for this review cycle are: Self-assessment submissions due by [date], manager reviews completed by [date], and review meetings conducted between [date range]. Detailed guidelines, evaluation forms, and rating criteria are available on our HR portal.

We encourage you to review the complete policy document attached to this message and reach out to Human Resources with any questions. Your participation and honest feedback are essential to making this process valuable for everyone.

Thank you for your continued dedication and contributions to our success.

Best regards,

[Name]

[Title]

Human Resources Department

Subject: Important Updates to Our Performance Review Process

Dear Colleagues,

We are writing to inform you of significant updates to our Performance Review Policy, effective [Date]. These changes reflect our commitment to continuous improvement and have been developed based on employee feedback and industry best practices.

Major changes include: [1] Implementation of a 360-degree feedback component allowing peer and subordinate input, [2] Introduction of quarterly check-ins in addition to annual reviews, [3] Updated rating scales that better reflect performance nuances, [4] Enhanced focus on development planning and career pathing, and [5] New calibration sessions to ensure consistency across departments.

The revised policy maintains our core values of fairness, transparency, and growth orientation while addressing areas where employees indicated they wanted more frequent feedback and clearer development opportunities. We believe these enhancements will make the review process more meaningful and actionable for everyone.

All managers will receive training on the new procedures during sessions scheduled for [dates]. Employees will have access to informational webinars and updated documentation through our learning management system starting [date].

We understand that change can raise questions, so we have scheduled open forum sessions on [dates] where you can discuss these updates with HR representatives. You may also submit questions anonymously through our HR portal.

Your success is our priority, and we are confident these improvements will better support your professional development and career aspirations.

Warm regards,

[Name]

[Title]

Subject: Upcoming Performance Review Cycle - Action Required

Hi Team,

Our [annual/semi-annual/quarterly] performance review cycle is approaching, and we want to ensure everyone is prepared and aware of important deadlines.

Here is your timeline:

[Date]: Self-assessment forms available in the HR system

[Date]: Employee self-assessments due

[Date]: Manager evaluations due

[Date - Date]: One-on-one review meetings scheduled

[Date]: All documentation finalized and submitted to HR

To prepare for your review meeting, please reflect on your accomplishments, challenges faced, goals achieved, and areas where you would like to develop. Gather any supporting documentation such as project completions, positive feedback, metrics achieved, or examples demonstrating your contributions.

Managers should review the evaluation guidelines, calibration notes from the recent managers' meeting, and previous review documentation before completing current evaluations. Remember to focus on specific, observable behaviors and outcomes rather than generalizations.

If you need to reschedule your review meeting, please coordinate directly with your manager and notify HR of the new date. All reviews must be completed by [final deadline] to ensure timely processing of any compensation adjustments.

Access all necessary forms, guidelines, and resources at [link/location]. Contact HR at [email/extension] if you encounter any technical issues or have questions about the process.

Let's make this review cycle productive and valuable for everyone!

Best,

[Name]

Human Resources

Subject: Your Performance Review Responsibilities as a New Manager

Dear [Manager Name],

Congratulations on your recent promotion to [position]! As a people manager, you now have the important responsibility of conducting performance reviews for your direct reports. This message outlines your key responsibilities and available support resources.

As a manager, you are expected to: conduct timely and thorough performance evaluations according to company policy, provide regular feedback throughout the year (not just during formal reviews), set clear performance expectations and goals with each team member, document performance issues and achievements consistently, participate in calibration sessions with other managers and HR, and recommend compensation adjustments based on merit and policy guidelines.

Your first review cycle as a manager will be [timeframe]. You will be evaluating [number] direct reports. Prior to that cycle, you are required to complete our "Conducting Effective Performance Reviews" training scheduled for [date and time]. This session covers evaluation best practices, common pitfalls, legal considerations, difficult conversation techniques, and our rating system.

You will also be assigned an HR Business Partner, [Name], who will serve as your resource for questions, guidance on challenging situations, and review of your draft evaluations. We encourage you to meet with [Name] before beginning your evaluations to discuss your team and any specific concerns.

Key resources available to you include: Manager's Guide to Performance Reviews (attached), evaluation forms and templates, previous review documentation for your team members (accessible via HR system), rating scale definitions and examples, and sample scripts for common review scenarios.

Remember that performance reviews are not just administrative tasks—they are crucial opportunities to motivate, develop, and retain talent. Approach them with thoughtfulness, preparation, and genuine interest in your team members' success.

We are here to support you in this new responsibility. Please reach out with any questions or concerns.

Sincerely,

[Name]

HR Director

Subject: Performance Review Process for Remote Team Members

Dear Remote Team Members,

As our workforce continues to include employees working from various locations, we want to clarify how our performance review policy applies to remote workers and ensure you receive the same quality evaluation experience as on-site employees.

Remote employees follow the same review schedule, criteria, and procedures as office-based staff. Your performance will be evaluated based on results, deliverables, communication effectiveness, collaboration, and goal achievement—not on physical presence or hours worked in a specific location.

Review meetings will be conducted via video conference unless you prefer to travel to an office location for an in-person discussion. We require video-enabled meetings (not just phone calls) to facilitate better communication and connection during this important conversation. Please test your technology in advance and ensure you have a quiet, private space for the meeting.

Documentation and forms will be submitted through our HR management system as usual. If you experience any technical difficulties accessing the system, contact IT support at [contact] or HR at [contact]. We can provide alternative submission methods if necessary.

Managers of remote employees have been trained on conducting effective virtual performance reviews and evaluating remote work performance fairly. If you have concerns about being evaluated differently due to your remote status, please discuss them with your manager or contact HR confidentially.

Time zone considerations: If you work in a different time zone than your manager, coordinate a meeting time that is reasonable for both parties. The company supports scheduling reviews during your normal working hours whenever possible.

We value your contributions regardless of where you work, and our review process is designed to recognize and support your success.

Best regards,

[Name]

Human Resources Team

Subject: Performance Evaluation During Your Probationary Period

Dear [Employee Name],

Welcome to [Company Name]! As a new employee in your probationary period, you are subject to a modified performance review process designed to support your successful integration into our organization.

Probationary employees receive more frequent evaluations than regular staff. You will have formal check-ins at [30 days, 60 days, and 90 days] with your manager to discuss your progress, address any concerns, and provide feedback on your onboarding experience. These reviews are in addition to informal daily and weekly feedback you should expect to receive.

Each probationary review will assess your performance in key areas including: technical skills and job knowledge, quality and timeliness of work, ability to follow procedures and policies, teamwork and collaboration, communication skills, attendance and reliability, cultural fit and adaptability, and progress toward achieving initial goals.

The purpose of these frequent reviews is developmental—to help you succeed and identify any issues early when they are easier to address. Your manager will provide specific, actionable feedback and support to help you meet expectations. Please come prepared to these meetings with questions, observations, and honest self-assessment.

At the end of your probationary period ([duration]), a final evaluation will determine whether you will be confirmed as a regular employee. This decision is based on your overall performance, progress, and fit with team and organizational needs. If concerns arise during your probation, you will receive clear communication about expectations and improvement needed.

We want you to succeed and are committed to providing the support, feedback, and resources necessary for you to thrive here. Please do not hesitate to ask questions or request additional guidance from your manager or HR.

We are excited to have you on the team and look forward to your contributions!

Sincerely,

[Name]

[Title]

Subject: Temporary Postponement of Performance Review Cycle

Dear All,

Due to [specific reason: organizational restructuring/system implementation/extraordinary circumstances], we are postponing the scheduled performance review cycle that was set to begin on [original date].

The new timeline for performance reviews is as follows: reviews will now commence on [new start date] with completion targeted by [new end date]. This represents a [duration] delay from our original schedule. All other aspects of the review process—criteria, forms, procedures, and rating systems—remain unchanged.

We understand this postponement may cause concerns, particularly regarding any compensation adjustments tied to review outcomes. Please be assured that any merit increases or bonuses resulting from these reviews will be retroactive to [date], ensuring no financial impact from the delay.

The reason for this postponement is [brief, honest explanation]. We believe taking this additional time will allow us to conduct more thorough and meaningful evaluations that truly reflect your contributions during [period].

Managers will receive updated timelines and deadlines shortly. Employees who have already completed self-assessments do not need to redo them; your submissions will be retained and remain valid for the rescheduled cycle.

We apologize for any inconvenience this delay may cause and appreciate your understanding and patience. If you have specific concerns about how this postponement affects you personally, please contact HR at [contact information].

Thank you for your continued professionalism and dedication.

Regards,

[Name]

Senior Leadership Team