If you are worried about how your goals will affect your evaluation, you are right to think about it. In most organisations, goals are the main yardstick in a performance review. Understanding the connection helps you set better goals and walk into reviews with confidence.
How goals feed into reviews
Most performance reviews assess two things:
- What you achieved: results against your goals.
- How you achieved it: behaviours, skills and values.
Your goals define the first part. If they are vague, your review will be based on impressions. If they are clear and measurable, your review will be based on evidence.
Did you know? When Deloitte reviewed its traditional performance management process, it calculated that the company was spending close to two million hours a year on completing forms, holding meetings and creating ratings. It redesigned the system around frequent check-ins, as described in Harvard Business Review in 2015.
Why missing a goal is not always a bad review
Most fair reviews consider context:
- Was the goal realistic? Stretch goals are not expected to be met in full.
- Did circumstances change? If priorities shifted, the goal should have been updated. See can you change your goals mid-year.
- What did you learn and how did you respond? Handling a setback well counts.
Raise problems early. A goal that turns red in March and is discussed openly is very different from one that is quietly missed in December.
How to make the connection work for you
Set goals with the review in mind. Ask: "At the end of the year, what evidence will show I achieved this?"
Track progress all year. A simple monthly note removes the end-of-year scramble. See how to track progress on your work goals.
Check in regularly. Monthly or quarterly conversations mean no surprises. See how often to review your work goals.
Bring evidence. Numbers, deliverables, feedback from colleagues or customers.
Show the how as well as the what. Link achievements to behaviours and values. See company values and personal goals.
For managers
Fair reviews depend on clear goals set at the start, regular check-ins during the year and consistency across the team. If you only discuss goals at review time, the review will feel like a judgement rather than a conversation.
The bottom line
Goals set the standard; reviews assess performance against it. Clear goals, regular check-ins and evidence make reviews fair, predictable and useful. For more on managing performance, see our Performance Management of Workers course and our Business Planning and Goal Setting course.