> ## Documentation Index
> Fetch the complete documentation index at: https://docs.blevinsholdings.com/llms.txt
> Use this file to discover all available pages before exploring further.

# Performance Review SOP

> End-to-end process for conducting annual performance reviews at Blevins Holdings.

<Info>SOP owner: Human Resources — Last reviewed: \[Date] — ID: SOP-HR-004</Info>

## 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:**

| Role            | Responsibility                                                            |
| --------------- | ------------------------------------------------------------------------- |
| Employee        | Complete self-assessment; participate in review conversation              |
| Manager         | Write manager review; conduct review conversation with each direct report |
| HR              | Administer the review cycle; support calibration; handle escalations      |
| Department head | Participate in calibration sessions; approve final ratings                |

***

## Review cycle and timeline

Blevins operates on an annual review cycle, with an optional mid-year check-in.

| Phase                               | When             | Who                      |
| ----------------------------------- | ---------------- | ------------------------ |
| Mid-year check-in (optional)        | June – July      | All employees + managers |
| Self-assessment opens               | November 1       | All employees            |
| Self-assessments due                | November 15      | All employees            |
| Manager reviews due                 | December 1       | All managers             |
| Calibration sessions                | December 1 – 15  | Leadership + HR          |
| Review conversations with employees | December 15 – 31 | Manager + employee       |

***

## Steps

<Steps>
  <Step title="Launch the review cycle">
    **Who:** HR

    HR 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.
  </Step>

  <Step title="Employee self-assessment">
    **Who:** All employees

    Every 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.

    <Warning>
      Self-assessments are due by November 15. Late submissions may not be factored into the manager review. Contact HR if you need an extension.
    </Warning>
  </Step>

  <Step title="Manager review">
    **Who:** All managers

    Managers 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.
  </Step>

  <Step title="Calibration">
    **Who:** Department heads + HR

    Before 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.
  </Step>

  <Step title="Review conversation">
    **Who:** Manager + employee

    After 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.

    <Warning>
      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.
    </Warning>
  </Step>

  <Step title="Document and close">
    **Who:** HR + Manager

    After 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.
  </Step>
</Steps>

***

## Rating scale

Performance is evaluated on a four-point scale:

| Rating                   | Description                                                                 |
| ------------------------ | --------------------------------------------------------------------------- |
| **Exceptional**          | Consistently exceeds all expectations; significant impact beyond role scope |
| **Exceeds Expectations** | Regularly delivers above expectations in most areas                         |
| **Meets Expectations**   | Solid, reliable performance; meets all core expectations for the role       |
| **Below Expectations**   | Performance 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*