SOP owner: Human Resources — Last reviewed: [Date] — ID: SOP-HR-004
Overview
This SOP describes the full performance review process at Blevins Holdings — from opening the review cycle through to delivering feedback and documenting outcomes. Formal performance reviews provide employees with structured feedback, align on expectations, support professional development, and inform compensation decisions. Performance reviews are a two-way conversation, not a one-way evaluation. In addition to formal cycles, managers are expected to provide regular, ongoing feedback in weekly 1:1s and after significant projects or milestones. Key stakeholders:Review cycle and timeline
Blevins operates on an annual review cycle, with an optional mid-year check-in.Steps
1
Launch the review cycle
Who: HRHR opens the review cycle in the performance management system and notifies all employees and managers. The notification includes:
- Deadlines for each phase
- Link to the self-assessment form
- Instructions for completing reviews
- Support contacts for questions
2
Employee self-assessment
Who: All employeesEvery employee completes a self-assessment using the form in [performance management system — link to be added]. The self-assessment asks employees to reflect on:
- Goal progress — How did you perform against the goals set at the start of the year?
- Accomplishments — What were your most significant contributions?
- Areas for growth — Where do you want to develop? What challenges did you face?
- Support needed — What do you need from your manager in the year ahead?
3
Manager review
Who: All managersManagers complete a written review for each direct report after reading the employee’s self-assessment. The manager review covers:
- Goal performance — Assessment of the employee’s performance against stated goals
- Competency assessment — Evaluation of behaviors and skills expected at the employee’s level
- Organizational impact — Contribution to team goals, culture, and broader organizational objectives
- Developmental feedback — Specific, actionable areas for growth
- Overall rating — A summary performance rating (see Rating Scale below)
4
Calibration
Who: Department heads + HRBefore reviews are shared with employees, department heads and HR meet to calibrate ratings across teams. Calibration ensures:
- Ratings are consistent across managers and teams
- High performers are recognized appropriately
- Ratings are not inflated or inconsistently applied
5
Review conversation
Who: Manager + employeeAfter calibration, managers schedule a review conversation with each direct report. The conversation should:
- Walk through the manager’s written assessment
- Discuss the employee’s self-assessment and listen to their perspective
- Agree on 2–3 development goals for the coming year
- Address any questions about rating or compensation implications
6
Document and close
Who: HR + ManagerAfter the review conversation, the manager marks the review as complete in the performance management system. The employee acknowledges receipt of the review. HR archives all completed reviews per the records retention policy and closes the cycle.
Rating scale
Performance is evaluated on a four-point scale:
A rating of Below Expectations must be discussed with HR before the review conversation and will typically trigger a Performance Improvement Plan (PIP).
Performance Improvement Plans (PIPs)
If an employee receives a Below Expectations rating, HR and the manager will determine whether a PIP is appropriate. A PIP is a formal, documented plan that:- Defines specific performance gaps
- Sets clear, measurable improvement goals with timelines
- Identifies support the employee will receive
- Specifies consequences if improvement is not achieved
Confidentiality
Review content is confidential. Managers must not share ratings, feedback, or salary information with other employees except as needed for calibration. Review records are accessible to the employee, their manager, HR, and senior leadership — not to colleagues.SOP owner: Human Resources