The annual summary is a tool to support a reflective, candid conversation between employees and managers regarding performance. It offers a chance to look back on the year, celebrate contributions, explore challenges, and deepen alignment.
A two-way conversation should be had once both people have written their responses to the Annual Performance Conversation questions.
Before the Conversation
- Review the responses to the summary questions.
- Review the year’s Quarterly Conversations and look for any potential themes.
- Reflect on the past year in terms of your observations — not just outcomes, but how the work was approached and who was involved.
- Create the right environment. Find an uninterrupted space and plan for at least 45 minutes of intentional conversation.
Tips for Strong Conversations
- Be curious. Listen for meaning and mindset.
- Ask follow-up questions
- Talk about both what was done and how it was done.
- Name alignment with values and college priorities when you see it.
- Treat it as a dialogue, not a review.
During the Conversation
- Acknowledge contributions — name specific moments, behaviors, or outcomes that mattered.
- Address what is observable about outcomes, behaviors, and tasks
- Do not reference health or personal circumstances.
- Prompt deeper reflection.
- What made that accomplishment particularly meaningful or challenging?
- How did collaboration shape the work this year?
- Where did you feel most aligned — or misaligned — with the college’s goals?
- Offer honest, balanced feedback. Celebrate what worked. Be clear about any growth areas you observed.
- Discuss alignment and collaboration.
- Talk about how work happened: cross-functional efforts, team dynamics, communication, flexibility. Reinforce what you want to see more of.
- Close with clarity and connection.
- Summarize key insights. Capture anything you want to revisit together — in check-ins or next year’s summary.