How to Run a Performance Review (When You Didn’t Set Goals)

So, it’s time for a performance review, but you never got around to setting clear goals at the start of the year. Maybe things were too busy, priorities shifted, or it simply wasn’t on your radar. Whatever the reason, don’t panic – a review isn’t just about ticking off pre-set objectives. It’s an opportunity to take stock of what’s working, address any challenges, and set a clear direction moving forward.

Even without formal goals, you can still have a meaningful, constructive conversation that helps your team member feel recognised, motivated, and clear on what’s expected of them. By focusing on their role, past contributions, and future priorities, you can turn this review into a valuable discussion that drives performance and engagement – rather than just a box-ticking exercise.

Here’s how to structure your performance review for the best results.

Step 1: Do the Prep Work

Before you sit down with your team member, take a little time to prepare.

• Ask your team member to reflect in advance
  A performance review shouldn’t feel like an ambush. A few days before, ask them to think about:

• What’s gone well for them over the past few months?

• What could have been better?

• What do they see as their priorities moving forward?

This gives them a chance to organise their thoughts – and makes it easier for you to position your feedback based on their perspective.

• Check if you have a job description
  Without formal goals, a job description is your best starting point. Does it clearly outline their responsibilities? Do you both have a shared understanding of what success in the role looks like?

If there’s no job description (or it’s out of date), use this review as a chance to get it sorted – having a clear role framework will make future reviews much easier.

Step 2: Structure the Meeting

• Start with Their Perspective

Kick things off by asking them to share their reflections first. This makes the conversation more balanced and gives you useful context for your feedback. For example:

“Before we dive in, I’d love to hear how you feel things have been going. What’s worked well for you? What’s been challenging?”

This approach also makes it easier to align your feedback with their own self-assessment rather than dropping unexpected surprises on them.

• Use the Job Description (If You Have One)

If a job description exists, refer back to it as a neutral benchmark for discussing their role. Do they feel confident in all areas? Are there any parts they’d like to develop further?

• Share Your Observations

Now it’s your turn. Use specific real examples to highlight both strengths and areas for improvement.

What’s gone well? Example:
I really appreciated the way you handled the Smith project – you kept everything moving and dealt with the client’s last-minute changes really well.”

Where could they improve? Example:
One thing I’ve noticed is that we’ve had a few last-minute changes to deadlines. Do you think there’s anything we could do to improve planning on future projects?”

By framing feedback with examples and open-ended questions, it encourages discussion rather than defensiveness.

• Agree on Future Priorities & Goals

Since you didn’t have goals last time, use this review to set clear expectations going forward.

A great way to do this is with SMART goals:
✔ Specific – What exactly needs to be achieved?
✔ Measurable – How will progress be tracked?
✔ Achievable – Is it realistic?
✔ Relevant – Does it align with the business needs?
✔ Time-bound – When should it be completed?

Example: Instead of a vague goal like “Improve communication,” a SMART goal would be:
”Provide weekly project updates to the team every Monday morning for the next three months.”

Step 3: Follow Up After the Meeting

• Document the Key Takeaways
  Write up the main points discussed – strengths, areas for improvement, and the goals you’ve agreed on. This gives you something to refer back to next time.

• Update the Job Description (If Needed)
  If your discussion highlighted that the job has evolved or isn’t clearly defined, take the opportunity to update it. A good job description makes everything – from performance reviews to hiring – much easier.

• Share Everything with the Team Member
  Make sure they get a copy of their goals and any updates to their job description so there’s no confusion about expectations.

Need a Hand?

Whether you're dealing with a specific performance challenge, unsure how to structure a review, or want to develop a more consistent and effective performance management process, we can help.

Our PAYG HR service gives you flexible, expert support without the commitment of a full-time HR retainer. You can use it to:

✔ Get guidance on a tricky performance conversation – if you’re not sure how to approach feedback or a difficult discussion, we’ll help you frame it in a constructive, legally sound way.

✔ Develop a structured review process – if you want to move away from ad-hoc conversations and create a clear, repeatable framework for performance reviews, we can help you design a process that fits your business.

✔ Create job descriptions and goal-setting frameworks – making future reviews easier by ensuring everyone knows what success looks like in their role.

✔ Update documentation – from performance review templates to formal policies, we can provide the tools you need to manage performance effectively.

Whatever level of support you need – whether it’s advice on one meeting or a full performance management refresh – our PAYG HR service is here to help. Book a discovery call to talk about out how we can support your business.