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Performance Review Template
A structured performance review template covering goals, competencies, achievements, and development so managers and employees run fair, consistent appraisals.
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What you get
- A balanced review form covering results, behaviours, and growth
- A clear rating scale with anchored definitions
- Self-assessment and manager-assessment sections side by side
- Forward-looking goals and development planning prompts
Template preview
A preview of the structure. Download the PDF or CSV for the complete, ready-to-use version.
Review details
- Employee name
- Job title
- Manager / reviewer
- Review period— e.g. Jan–Jun 2026
Rating scale
Use the same anchored scale for every dimension so ratings are comparable across the team.
Rating definitions
| Rating | Label | What it means |
|---|---|---|
| 5 | Exceptional | Consistently exceeds expectations and role scope |
| 4 | Exceeds | Often goes beyond what the role requires |
| 3 | Meets | Reliably delivers what the role requires |
| 2 | Developing | Partially meets expectations; needs support |
Goal achievement
| Goal | Target | Result | Rating (1–5) |
|---|
Competency assessment
| Competency | Self rating | Manager rating | Evidence / examples |
|---|---|---|---|
| Quality of work | |||
| Collaboration & communication | |||
| Ownership & accountability | |||
| Problem solving |
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How to use this template
- 1
Share the self-assessment first
Send the employee the form a week ahead so they complete their self-assessment before the conversation.
- 2
Rate against evidence
Score each competency using specific examples from the review period, not recent memory or single events.
- 3
Discuss, don't dictate
Use the completed form to guide a two-way conversation, then agree goals and a development plan together.
- 4
Document and follow up
Capture the final ratings, summary, and agreed actions, then revisit them in your regular 1:1s.
Frequently asked questions
How often should performance reviews happen?
Most teams run a formal review once or twice a year, supported by lightweight quarterly check-ins. The formal review summarises a period; ongoing 1:1s are where the real coaching happens.
Should employees rate themselves?
Yes. A self-assessment gives the employee voice, surfaces blind spots, and makes the conversation two-way. Where self and manager ratings differ, that gap is the most useful thing to discuss.
How do I avoid recency bias?
Rate against documented evidence from the whole period, not just the last few weeks. Keeping notes in your 1:1s throughout the cycle is the single best defence against recency bias.