This is a usable performance review template for CPOs, People leaders and managers. It follows the method in the Performance Management Playbook: three lenses (deliverables, skills and culture), yes or no scorecard statements, a five-level grade, evidence notes and calibration notes. It is the working version of the template outline in the performance management framework. The detailed playbooks come from QuantumLight; Ash did not author them.
How to use the template
- Pick two critical job families. Write their talent bar and scorecards first, run one cycle, then extend (the playbook’s own tip).
- Pre-fill the header (employee, role, seniority level, review period, reviewer) so every review is judged against the bar for that level.
- Managers answer yes or no to each statement and add a one-line evidence note. Same questions for everyone limits manager bias.
- Convert to a grade on the five-level scale, then send to calibration.
- Feed the result into the next 1:1 after leadership approves it.
The people, scores and notes below are illustrative examples written for this page. They are not real employee data or benchmarks.
Rating scale
The playbook converts the scorecard result into a numeric score and then a grade on a five-level scale. The thresholds are yours to set for your company. The example below shows the style of the criteria for deliverables. See employee performance rating scales explained for more on writing the levels.
| Grade | Deliverables: speed | Deliverables: quality | Deliverables: complexity |
|---|---|---|---|
| Poor | Usually delivers late and misses important deadlines | Output quality is unacceptably low | Only routine tasks done many times before |
| Basic | Usually on time, rarely misses deadlines | Acceptable standard, sometimes needs several iterations | Mix of standard and non-standard tasks |
| Intermediate | Always meets deadlines, often beats them | High standard, typically one iteration | Many non-standard tasks with few comparisons |
| Advanced | Very fast, habitually beats deadlines | Always one iteration, exceptionally high standard | Highly complex tasks with little precedent |
| Exceptional | Identifies important targets, beats deadlines by huge margins | Links any task to the business vision and designs the process to execute it | Exceptionally difficult work that needs radically new processes |
The template
Copy this into a spreadsheet or form tool. One copy per employee per review period.
| Section | What to write | Who fills it in |
|---|---|---|
| 1. Header | Employee, role, seniority level (Junior, Mid, Senior, Lead, Director, VP), review period, reviewer | Performance team (pre-filled) |
| 2. Goals | Goals set for the period, owner, outcome against each goal, and one line of evidence per goal | Line manager |
| 3. Deliverables scorecard | Speed, quality and complexity statements answered yes or no, each with a one-line evidence note | Line manager |
| 4. Skills scorecard | Role-specific skills (defined by the relevant function leader), each with level statements answered yes or no | Line manager, with input from other managers |
| 5. Culture scorecard | One block per company value, with observable behaviours at each level answered yes or no | Line manager |
| 6. Calculated grade | Numeric score converted to Poor, Basic, Intermediate, Advanced or Exceptional | Automatic from the scorecards |
| 7. Calibration notes | Adjustments, the reason for each, and flags for missing evidence or outliers | Performance team |
| 8. Outcome and next step | Promotion eligibility, development focus, or improvement plan; feedback delivered in the next 1:1 | Manager, after leadership approval |
Goals section
Deliverables scoring only makes sense when goals cascade from company to department, team and individual. Keep the set small: the Goals that don’t cascade post suggests cutting company goals to a small set (5–6) that can actually cascade. For each goal record:
- Goal in one sentence, linked to the department or company goal above it.
- Owner and review period.
- Outcome (met, partly met, not met) with the evidence that shows it.
Evidence section
Every yes or no answer needs a one-line note that someone else could check: a shipped deliverable, a deadline met, the number of iterations, an observable behaviour tied to a company value. If a note is thin or missing, calibration will flag it. Avoid adjectives with no example (“great attitude”).
Worked example
Illustrative review for a fictional Mid-level analyst, review period Q3. The grade shown is an example, not a company benchmark.
| Section | Entry | Evidence note |
|---|---|---|
| Header | Mid-level analyst; Mid talent bar applies (independent contributor, delivers team-level KPIs); reviewer: line manager | — |
| Goal 1 | Deliver the quarterly reporting pack (cascades from the team goal) | Outcome: met. Pack delivered ahead of the agreed deadline. |
| Goal 2 | Document the reporting process for the team | Outcome: partly met. Draft shared; second half not finished. |
| Deliverables: speed | Yes — “always meets deadlines, often beats them” | Reporting pack and two ad hoc requests delivered early. |
| Deliverables: quality | Yes — “high standard, typically one iteration” | Pack accepted at first review; one small edit. |
| Deliverables: complexity | No — “many non-standard tasks with few comparisons” | Work was mostly repeat reports. |
| Culture (one value) | Yes — observable behaviour shown | Shared a draft early and asked the team for challenge. |
| Calculated grade | Intermediate (example) | Calculated from the scorecards, not chosen by the manager. |
Calibration notes: worked example
After grades are calculated, the performance team checks them before they are final. Example entries, using the three checks from the performance management framework (and how to run a performance calibration meeting):
| Check | Example note | Action |
|---|---|---|
| Generous grader | Half of one team is graded Advanced or above | Ask the manager to name the strongest performers so the top band stays credible |
| Thin evidence | Complexity answers have no notes for two people | Manager adds evidence before the cycle closes |
| Outlier | Someone previously above bar scores Exceptional in one area | Examine whether the improvement is genuine or a grading mistake |
Record the original grade, any adjustment, the reason, and who approved it. Senior leadership then reviews and approves the final grades.
The playbook’s 15-25% / 65-85% / 0-10% split between A-players, above bar and underperformers is its own guideline, not an industry benchmark. Read the evidence and caveats before using it.
Related guides
Performance management framework: scorecards, talent bar and calibration · how to run a performance calibration meeting · employee performance rating scales explained · performance management software buyer’s guide · Publish a talent bar by seniority · People Performance Playbook home
Free tools: estimate what your review cycle costs with the performance review cost calculator, or see if your HRIS is holding performance back with the HRIS switch checker.
FAQ
What should a performance review template include?
The playbook’s template has a header (employee, role, seniority level, review period, reviewer), a deliverables scorecard, a skills scorecard, a culture scorecard, a calculated grade, calibration notes, and an outcome and next step. This page adds a goals section and an evidence note for every answer.
How do I rate performance in the template?
Managers answer yes or no to scorecard statements about observable behaviour. The result becomes a numeric score and then a grade on a five-level scale: Poor, Basic, Intermediate, Advanced, Exceptional. You set the score thresholds for your company.
What goes in the calibration notes?
Any adjustment to a grade, the reason for it, and flags for missing evidence, generous grading or unexplained jumps. Senior leadership reviews and approves the final grades.
Are the worked examples real data?
No. The employee, goals and scores are illustrative and were written for this page. Only the method and criteria come from the Performance Management Playbook.
Can I get the full playbook?
Yes. The full Performance Management Playbook PDF is free with your name and work email via the form linked on this page. Everything on this page is readable without a form.