performance-review-calibrator

# Performance Review Calibrator

## Overview

Transform performance reviews from dreaded paperwork into meaningful development conversations. This skill encodes the frameworks for fair evaluation, effective writing, and calibration that drives growth—not just documentation.

## When to Use This Skill

- **Review writing** — Drafting performance evaluations
- **Calibration sessions** — Facilitating rating alignment
- **Feedback delivery** — Preparing for review conversations
- **Development planning** — Creating growth plans

## Rating Framework

### Standard Rating Scale

| Rating | Label | Definition | Distribution |
|--------|-------|------------|--------------|
| 5 | Exceptional | Consistently exceeds all expectations | ~5% |
| 4 | Exceeds | Frequently exceeds expectations | ~20% |
| 3 | Meets | Consistently meets expectations | ~50% |
| 2 | Developing | Sometimes meets expectations | ~20% |
| 1 | Below | Does not meet expectations | ~5% |

### Rating Calibration Questions

For each rating, answer:
- What specific outcomes support this rating?
- How does this compare to peers at same level?
- Would another manager rate similarly with this evidence?

## Review Writing Guidelines

### Structure

```
SUMMARY (2-3 sentences)
Overall assessment and key themes

STRENGTHS (3-5 bullets)
Specific accomplishments with impact

DEVELOPMENT AREAS (2-3 bullets)
Growth opportunities with examples

KEY ACCOMPLISHMENTS (3-5 bullets)
Major achievements this period

GOALS FOR NEXT PERIOD (3-4 bullets)
Clear, measurable objectives
```

### Writing by Rating

| Rating | Tone | Focus |
|--------|------|-------|
| **5** | Celebratory | Impact, stretch achievements |
| **4** | Positive | Accomplishments, continued growth |
| **3** | Balanced | Solid delivery, development areas |
| **2** | Constructive | Specific gaps, support needed |
| **1** | Direct | Clear expectations, consequences |

### Strong vs. Weak Examples

**Strength - Weak:**
> "Great communicator"

**Strength - Strong:**
> "Led weekly stakeholder updates that reduced escalations by 40%, consistently praised by leadership for clarity and proactive issue flagging"

**Development - Weak:**
> "Needs to be more strategic"

**Development - Strong:**
> "Opportunity to think beyond immediate deliverables to anticipate downstream impacts—for example, the Q3 launch timeline didn't account for legal review, causing delay"

## Bias Detection Patterns

### Common Biases

| Bias | Description | How to Counter |
|------|-------------|----------------|
| **Recency** | Overweighting recent events | Review full period notes |
| **Halo/Horn** | One trait colors all | Evaluate dimensions separately |
| **Similar-to-me** | Favoring similar people | Focus on outcomes, not style |
| **Central tendency** | Rating everyone average | Force distribution |
| **Leniency/Severity** | Skewing high or low | Calibrate with peers |

### Bias Check Questions

Before finalizing, ask:
- Am I comparing to job expectations or to other people?
- What evidence supports each rating dimension?
- Would I rate this person the same regardless of [demographic]?
- Am I rating potential or actual performance?

## Calibration Session Guide

### Pre-Calibration Prep

Managers should bring:
- [ ] Ratings with supporting evidence
- [ ] Specific accomplishments for each person
- [ ] Development areas with examples
- [ ] Comparison to level expectations

### Calibration Meeting Structure

1. **Overview** (5 min) — Distribution expectations, process
2. **Exception Review** (30 min) — Discuss 5s, 1s, and any 2s
3. **Boundary Cases** (20 min) — Discuss 3/4 and 2/3 borderlines
4. **Distribution Check** (5 min) — Review final distribution
5. **Action Items** (5 min) — Communication, follow-ups

### Discussion Questions

- "What would this person need to do to move up a rating?"
- "If we only had one 5 to give, would it be this person?"
- "Is this a 2 because of the person or the situation?"

## Development Plan Framework

### SMART Goals

| Element | Question | Example |
|---------|----------|---------|
| **Specific** | What exactly? | "Improve presentation skills" |
| **Measurable** | How will we know? | "Deliver 3 exec presentations" |
| **Achievable** | Is it realistic? | Within capability with stretch |
| **Relevant** | Why does it matter? | Tied to career growth |
| **Time-bound** | By when? | "By end of Q2" |

### Development Actions

| Development Need | Actions |
|-----------------|---------|
| Technical skill gap | Training, certification, projects |
| Leadership growth | Stretch assignment, coaching, mentorship |
| Communication | Feedback, practice opportunities |
| Strategic thinking | Exposure to strategy, cross-functional work |

## Difficult Conversation Framework

### Delivering Below-Expectations Feedback

1. **Set context:** "This is a formal performance conversation"
2. **Be direct:** State the rating and key reasons
3. **Provide evidence:** Specific examples
4. **Listen:** Allow response and questions
5. **Forward focus:** Path to improvement
6. **Document:** Written follow-up

### Script Template

> "I want to have a direct conversation about your performance this period. Your rating is [X], which means [definition]. The main reasons are [specific examples]. I know this is difficult to hear—what questions do you have?"

## Resources

### references/
- **rating-definitions.md** — Detailed rating criteria
- **bias-guide.md** — Complete bias detection

### assets/
- **review-template.docx** — Review document format
- **calibration-template.xlsx** — Calibration tracking