/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.]

[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
[Goal — specific and measurable]
[Goal]
[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
[Employee] — [Why this rating may need discussion, e.g., borderline, first review at level, recent role change]
[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.