Skip to main content
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:
RoleResponsibility
EmployeeComplete self-assessment; participate in review conversation
ManagerWrite manager review; conduct review conversation with each direct report
HRAdminister the review cycle; support calibration; handle escalations
Department headParticipate in calibration sessions; approve final ratings

​
Review cycle and timeline

Blevins operates on an annual review cycle, with an optional mid-year check-in.
PhaseWhenWho
Mid-year check-in (optional)June – JulyAll employees + managers
Self-assessment opensNovember 1All employees
Self-assessments dueNovember 15All employees
Manager reviews dueDecember 1All managers
Calibration sessionsDecember 1 – 15Leadership + HR
Review conversations with employeesDecember 15 – 31Manager + employee

​
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
HR sends reminders at each phase transition and tracks completion rates by team.
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?
Self-assessments should be honest, specific, and evidence-based. Use concrete examples and measurable outcomes wherever possible.
Self-assessments are due by November 15. Late submissions may not be factored into the manager review. Contact HR if you need an extension.
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)
Manager reviews must be submitted in [performance management system — link to be added] by December 1.
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
HR facilitates calibration sessions. Any adjustments to ratings are communicated back to managers before the employee conversation.
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
Reviews must be discussed in person or via video — written reviews must never be delivered without a conversation. The review conversation should focus on the future as much as the past.
Reviews cannot be shared with employees before calibration is complete and HR has approved the release. Contact HR if an employee asks to see their review early.
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:
RatingDescription
ExceptionalConsistently exceeds all expectations; significant impact beyond role scope
Exceeds ExpectationsRegularly delivers above expectations in most areas
Meets ExpectationsSolid, reliable performance; meets all core expectations for the role
Below ExpectationsPerformance does not consistently meet requirements for the role
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
PIPs are managed by HR in partnership with the manager. All PIPs require HR review and approval before being initiated. Employees on a PIP should have regular check-ins with their manager (at minimum, every two weeks) to track progress.

​
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