Prepare for performance reviews effectively with a survey

Our survey template helps managers and employees prepare for performance reviews in an effective, structured, and focused manner. It provides clarity, saves time, and keeps the focus on the issues that really matter.

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Why prepare performance reviews using surveys?

Preparing for performance reviews using a survey is a simple and effective way to make the conversation more pleasant and productive for both parties.

Employees have the opportunity to reflect on their responsibilities, goals, aspirations, or challenges at their own pace and articulate them clearly.

At the same time, managers gain an early overview of key topics and can prepare specifically for the meeting.

This makes the discussion more personal, structured, and focused on what really matters.

A standardized questionnaire also ensures that nothing is overlooked and saves time during the conversation.

It also demonstrates that employees’ opinions are valued.

Typical topics include reviews of goals, feedback on collaboration, or ideas for further development.

Overall, the questionnaire helps make development discussions more honest, effective, and valuable for both parties.

Contents of the template:

Questions about self-assessment
Questions about development and goals
Skills assessment
Survey on job satisfaction
Questions about professional development and career advancement

Objectives of the survey:

Structured preparation for the performance review
Reflection on one’s own performance and development
Identification of training and support needs
Recognition of strengths, potential, and areas for development
Promotion of employee accountability
Clarification of expectations and career goals
Open discussion about satisfaction, teamwork, and leadership

Helpful features for the survey:

Survey options: Anonymous, partially anonymous, personalized
Invitation options: Link, email, QR code, and more
AI analysis of results, including recommendations for action

Data protection „made in Germany“ (GDPR)

Anonymity function for honest feedback

Frequently asked questions about performance reviews

What is a performance review?

An development discussion is a structured and trust-based conversation between a manager (e.g., supervisor or team leader) and an employee.

It is designed to specifically support professional and personal development – with a focus on the future rather than looking back.

The conversation is not only about performance, but primarily about potential, personal goals, perspectives, and concrete development opportunities.

Difference from other types of conversations:

A development discussion is not simply a performance review like a traditional annual appraisal.

It is also more than just feedback: The focus is on the future, on potential, and on how employees can actively shape their role and career path.

It is a joint assessment of the current situation with a clear focus on future growth and development.

What are the objectives of a performance review?

Development discussions are more than just a formal requirement – they are valuable opportunities to jointly promote growth, motivation, and employee satisfaction.

Both companies and employees benefit when these conversations are well prepared and conducted with clear objectives.

Goals for the company / the manager:

Identify and develop potential:
Recognize talents in order to invest specifically in training, development,
or new responsibilities.

Motivate and retain employees:
Providing perspectives and individual support increases satisfaction and loyalty.

Develop succession planning and career paths:
Identify employees early who may be suitable for future roles and responsibilities.

Create individual development plans:
Define concrete measures such as training, mentoring, or project responsibility.

Improve performance and align goals:
Establish shared expectations and connect individual goals with company objectives.

Goals for employees:

Recognize personal strengths and development potential:
Receive feedback on performance, skills, and areas for improvement.

Discuss career goals:
Express personal professional aspirations and future career visions.

Identify development opportunities:
Gain transparency about career opportunities, advancement options, or possible role changes within the company.

Clarify training needs:
Agree on suitable training courses, workshops, coaching, or further education opportunities.

Experience appreciation and personal guidance:
Feel that individual contributions are recognized, valued, and taken seriously.

What topics can be discussed during a performance review?

A development discussion thrives on openness, reflection, and a forward-looking perspective.

To make the dialogue structured and goal-oriented for both managers and employees, the following topic areas have proven effective:

1. Area: Review of Personal Development

What went well during the last year / period?
What progress has been made?
What were significant achievements or challenges?

2. Area: Strengths & Development Areas

Which professional and personal strengths are visible?
Where is there potential for improvement?
Feedback from both the manager and the employee

3. Area: Career Goals and Personal Perspectives

What goals does the employee have in the short, medium, and long term?
Which roles or responsibilities are of future interest?
Wishes for change, such as moving to another department or taking on leadership responsibilities

4. Area: Qualification & Further Development

Which training programs or courses are useful?
Is there a need for coaching, mentoring, or project-based learning?
Language courses, soft skills, technical skills, and other competencies

5. Area: Concrete Actions & Development Plan

Which next steps will be agreed upon together?
What support can the company provide?
Timeline, responsibilities, and measurement of success

6. Area: Collaboration & Leadership

How is the collaboration with colleagues and managers experienced?
Are there suggestions for improvement or specific wishes?
How does the employee feel within the team?

7. Area: Motivation & Job Satisfaction

What currently motivates the employee – and what reduces motivation?
Which working conditions support strong performance?
Wishes regarding work methods, task distribution, or work-life balance

How do you prepare for a performance review?

Here is a structured preparation guide for a development discussion – both for employees and managers.

It can be used to prepare effectively and get the most value out of the conversation.

Preparation for a Development Discussion – Employees

1. Review of the Past Period

What have I achieved during the last period (e.g., 6–12 months)?
Which projects, tasks, or challenges have I successfully completed?
What went particularly well – what am I proud of?
What could have gone better?

2. Personal Strengths & Development Areas

Which strengths do I contribute (professional, social, methodological)?
Where do I see opportunities for further development?
Where would I like to receive feedback?

3. Goals & Career Aspirations

What professional goals do I have (short- and medium-term)?
Which tasks, roles, or projects are of interest to me?
Would I like to take on more responsibility (e.g., leadership,
specialization)?

4. Training & Development

Which courses, training programs, or coaching sessions could support my growth?
Would I like to develop new skills (e.g., soft skills, IT, languages)?
Where do I see a specific need for learning and improvement?

5. Questions & Expectations

Which questions do I have for my manager?
What kind of support would I like to receive?
What would improve my motivation or job satisfaction?

Preparation for a Development Discussion – Manager

1. Analysis of the Employee

Which strengths, achievements, and successes are visible?
Where do I see opportunities for development?
How has the employee developed since the last discussion?

2. Role & Potential

Does the current role match the employee’s skills and interests?
Is there potential for new tasks, additional responsibilities, or career
development?
How can I support and challenge the employee effectively?

3. Development Opportunities & Measures

Which training programs or development opportunities are suitable?
Are there current projects where the employee can develop further?
Which resources (time, budget) are available?

4. Preparing Feedback

What would I like to address openly – both positively and critically?
How can I communicate development opportunities in a constructive and
motivating way?

Is there a guide or checklist for a performance review?

Here is a checklist & guide for a development discussion – ideal for preparation by managers or employees:

Preparation (Both Sides)

Review: Reflect on personal achievements, successes, and challenges
Identify and write down personal strengths and development areas
Consider possible career goals and future aspirations
Prepare questions, wishes, and suggestions
Review previous development goals (if available)

Conversation Structure / Guide

1. Opening & Clarifying the Framework

Briefly explain the purpose and structure of the conversation
Create an open and trusting atmosphere

2. Review & Performance

What has gone well recently?
Which challenges have occurred?
What has been learned or achieved?

3. Strengths & Development Areas

Which professional and personal strengths are visible?
Where are there development opportunities?
Exchange mutual feedback

4. Professional Goals & Perspectives

Where does the person see themselves in 1–3 years?
Is there interest in new roles, projects, or additional responsibilities?
What provides long-term motivation?

5. Training & Development

Identify needs for training, courses, or coaching
Explore opportunities to deepen or expand knowledge
Develop soft skills (e.g., communication, self-organization)

6. Collaboration & Work Environment

How is collaboration within the team?
What could be improved?
What is experienced as supportive or challenging?

7. Agreements & Actions

Define concrete development goals (SMART)
Plan actions: What needs to be done? Who is responsible? By when?
Clarify required support (e.g., budget, time, resources)
Schedule the next discussion (e.g., in 6 months)

Follow-up

Document the conversation in writing (e.g., meeting notes, development plan)
Initiate agreed actions and schedule relevant appointments
Provide regular interim feedback

What kinds of questions can you include in a questionnaire for a performance review?

Here is a suggested questionnaire for a development discussion – ideal for preparing or supporting the conversation.

It can be used both by employees and managers.

Part 1: Review

Which tasks or projects have had the greatest impact on you during the last period?
What went well? Where do you see your personal achievements?
Which challenges occurred – and how were they overcome?
What would you have liked to do differently or receive better support with?

Part 2: Self-Assessment & External Perspective

Which strengths do you bring to your work?
Where do you personally see potential for development?
How would your colleagues describe your way of working?
What kind of feedback would you like to receive from your manager?

Part 3: Motivation & Satisfaction

What motivates you most in your daily work?
What currently limits your motivation or productivity?
How satisfied are you with your current role and distribution of tasks?
How do you experience collaboration within the team?

Part 4: Development & Future

In which areas would you like to develop further?
Which professional or personal goals are you pursuing for the next year?
Are you interested in new roles, tasks, or taking on more responsibility?
Which further training, courses, or development measures would you like?

Part 5: Working Conditions & Collaboration

What support from your manager would help your development?
Are there aspects of the work environment that should be improved?
From your perspective, what works well in collaboration – and what works less well?

Part 6: Open Questions / Additional Topics

Are there any other topics you would like to discuss during the development conversation?

Guidelines for Use

The questionnaire can be completed in writing before the conversation or used as a guide during the discussion.
Questions can be adapted or shortened depending on the target group (specialists, managers, apprentices, etc.).
Digital versions (e.g., online forms or PDF documents) are also suitable.

Are there any tips for a performance review?

Here are practical tips for a successful development discussion – for both managers and employees – to ensure the conversation is constructive, open, and goal-oriented:

1. Tip: Communicate Openly and Honestly

Talk clearly and respectfully about wishes, goals, and challenges.
Give and receive constructive feedback – without becoming defensive.

2. Tip: Think Future-Oriented

The focus is not on evaluation, but on personal and professional development.
Think together: Where should the journey go?

3. Tip: Prepare Thoroughly for the Conversation

Reflect on achievements, current responsibilities, and personal goals.
Consider possible training needs or new interests.

4. Tip: Schedule Enough Time and Create a Calm Environment

Avoid interruptions (turn off phones, no checking emails during the conversation).
A conversation duration of 60–90 minutes is ideal.

For Employees:

Know your strengths:
What do I contribute to the team? What am I valued for?
Define goals:
Consider short- and medium-term professional goals.
Identify development areas:
Where do I want to improve? What interests me?
Discuss training needs:
Which courses, coaching sessions, or new areas of responsibility could help me grow?
Take an active role:
Development is a shared responsibility – contribute your own ideas.

For Managers:

Listen, don’t just talk:
Take employees seriously and give them space to share their thoughts.
Understand and support individual goals:
Not every career path looks the same.
Prepare observations:
Bring specific examples of performance and behavior.
Agree on concrete actions:
Define SMART development goals.
Ensure follow-up:
Create commitment through scheduled check-ins and agreements.