For many managers and colleagues alike, the phrase ‘performance review’ conjures images of rigid forms, awkward silences, and a retrospective critique of the last few months. However, the modern workforce demands more than a scorecard. There should be less interrogation and more collaboration, asking the right questions. Open-ended, thoughtful inquiries can unlock insights that a standard rating scale simply cannot capture.
Here are seven essential questions every manager should ask during a performance review to drive genuine development and engagement.
1. “What is your proudest achievement since we last met?”
Start on a high note. Reviews often drift naturally towards areas for improvement, but beginning with success sets a positive tone.
Why ask this?
- Alignment check: It reveals what the employee values. If they cite a minor task while you were focused on a major project, there may be a disconnect in expectations.
- Confidence boost: It allows the employee to take ownership of their success, reinforcing self-efficacy.
- Uncover hidden wins: You may learn about a problem they solved or a colleague they helped that flew under your radar.
What to listen for: Look for enthusiasm. If they struggle to answer, it may indicate they feel undervalued or that their role lacks clear goals.
2. “Which part of your role do you find most energising, and which part drains you?”
This is a nuance on the classic “strengths and weaknesses” question, but it focuses on engagement rather than just competence. A highly competent employee can still be burnt out if they spend all day doing tasks they hate.
Why ask this?
- Job crafting: It helps you potentially restructure their workload. Can you delegate the “draining” tasks to someone who enjoys them? Can you give them more of the “energising” work?
- Retention: Employees who spend time in their “zone of genius” stay longer.
Manager’s Tip: Do not promise to eliminate all draining tasks, every job has admin. However, acknowledge them and try to minimise their impact.
3. “What was the biggest blocker you faced recently, and how can I help remove it?”
This shifts your role from “judge” to “servant leader.” It demonstrates that you are on their side, fighting their corner to ensure they can do their best work.
Why ask this?
- Systemic issues: You might discover that the problem isn’t the employee’s performance, but rather outdated software, bureaucratic red tape, or a lack of resources.
- Psychological safety: It encourages them to be honest about struggles without fear of being blamed for them.
4. “Where do you see your skills developing in the next 12 months?”
Notice this does not ask “Where do you see yourself in five years?” That question is often too abstract. Focusing on skills and the next 12 months makes the conversation tangible and actionable.
Why ask this?
- Gap analysis: It highlights the gap between their current capabilities and their ambitions.
- Training opportunities: It gives you a direct shopping list for the L&D (Learning and Development) budget.
- Future-proofing: It encourages the employee to think about industry trends and how they need to adapt.
5. “What is one thing I could do differently to support you better?”
This is the hardest question to ask, but arguably the most valuable. A performance review should be a two-way street. By asking for feedback on your management style, you model vulnerability and a growth mindset.
Why ask this?
- Blind spots: You may think you are being “hands-off and trusting,” while they perceive it as “absent and unsupportive.”
- Trust: It builds a massive amount of trust when an employee sees you acting on their feedback.
Manager’s Tip: If they say “Nothing, everything is fine,” probe gently. Ask specific variants like, “Do you feel you get enough context on why we are doing certain projects?” or “Is the frequency of our 1:1s working for you?”
6. “How do you feel about the current team dynamic?”
Individual performance rarely happens in a vacuum. It is heavily influenced by the culture and relationships surrounding the employee.
Why ask this?
- Early warning system: You might pick up on simmering conflicts, exclusion, or communication silos before they become HR issues.
- Collaboration: It highlights who they enjoy working with and where cross-departmental bridges might need to be built.
7. “Is there anything we haven’t discussed that is important to you?”
Always leave the door open at the end. Despite your best preparation, the employee may have walked in with a specific worry—perhaps regarding flexible working, pay, or a personal issue—that your structured questions didn’t cover.
Why ask this?
- Closure: It ensures they don’t leave the room feeling unheard.
- Autonomy: It hands the control of the meeting back to them for the final word.
The Follow-Up
Asking these seven questions is only half the journey, the magic lies in the follow-through.
If an employee tells you they are drained by data entry and blocked by slow approvals, and six months later nothing has changed, the trust is broken. Take notes, agree on action points, and review those points in your regular 1:1s, not just at the next formal review.
