Quick answer
- For a yearly review that covers goals, ratings and development, use the annual performance review template.
- Short on time or reviewing shift staff? The one-page review takes about 15 minutes to fill in: keep doing, start, stop, goals.
- Each performance review template, free with no sign-up, comes as Word or Excel plus a printable PDF, and opens in Google Docs and Google Sheets.
Looking for a performance review template, free and ready to edit? This page is for US small-business owners, managers and HR leads who need a clear, fair review process without buying software first. A performance review is the conversation, and the written record of it, about how an employee did against their goals and the job’s standards, and what comes next. Below are 7 templates, each for a different part of the cycle: an annual performance review form, a one-page employee review template, a goal scorecard in Excel, quarterly check-ins, a competency rubric, a 360-degree feedback summary and a performance improvement plan. Each one is shown filled in with realistic US sample data.
Which performance review template do you need?
Most small businesses need two or three: one main review, a check-in between reviews, and a PIP for the rare case when performance has to change quickly. If you only want a short rating form, see our employee evaluation forms instead.
| Situation | Best template | Format |
|---|---|---|
| Yearly review that covers goals, ratings and development | 1. Annual performance review | Word, PDF |
| Quick review for shift staff or a small team | 2. One-page review | Word, PDF |
| Sales, production or other number-driven roles | 3. Goal-based review | Excel, PDF |
| Staying on track between annual reviews | 4. Quarterly check-in | Word, PDF |
| Several managers who need to rate the same way | 5. Competency rubric | Word, PDF |
| Supervisors and managers with input from peers and staff | 6. 360 feedback summary | Excel, PDF |
| A specific problem that must improve in 30 to 90 days | 7. Performance improvement plan | Word, PDF |
1. Annual performance review template
Best for a complete yearly review in office, clinic or management roles
Annual performance review · Priya Shah, accounts payable specialist · Lakeview Logistics, Charlotte, NC · Reviewer: Kevin Walsh · Period: January 1 to December 31, 2025 · Meeting: January 14, 2026
| Part 1. Goal from last year | Result | Status |
|---|---|---|
| Pay 95% of invoices by their due date | 96.8% on time across 4,210 invoices | Met |
| Move 20 vendors to ACH payments | 14 moved; 6 waiting on bank forms | Partly |
| Document the month-end close steps | Written and used by two coworkers | Met |
| Part 3. Competency | Rating | Evidence |
|---|---|---|
| Quality and accuracy | 5 | Caught a $12,400 duplicate payment in May |
| Reliability | 4 | Close tasks done on time 11 of 12 months |
| Communication | 4 | Vendor disputes logged and answered within two days |
| Teamwork | 4 | Covered payroll inbox during a coworker’s leave |
| Problem solving | 4 | Built a vendor-statement check that cut exceptions from 60 to 41 a month |
| Customer focus | 3 | Answers internal requests the same day; vendor calls sometimes wait |
Overall: ☒ 4 Exceeds · Next year: finish ACH move by March 31; cut invoice exceptions by 25%; train backup for vendor setup · Development: advanced Excel course, Q2
This is the full annual performance review form. It works best when goals were set a year earlier, because Part 1 starts with them. Fill in the results and ratings before the meeting, leave the next-year goals and development plan to agree together, and ask for the employee’s comments before anyone signs. The second-level approval line lets an owner or HR lead check ratings before they affect pay.
2. One-page performance review
Best for busy managers of hourly and shift teams
A store manager with 30 part-time employees will not finish a seven-part review for each one. This keep / start / stop format takes about 15 minutes and still produces a written record with clear goals. Make each line specific enough that a coworker could tell whether it happened. Use it every six months for hourly staff, and use the full annual template for supervisors.
3. Goal-based performance review (Excel)
Best for sales, production, service and other roles with clear numbers
Goal-based performance review · Luis Ortega, store manager · Summit Outdoor Supply, Denver, CO · Reviewer: Karen Price · Period: 2026
| Goal | Weight | Target | Actual | % achieved | Weighted % |
|---|---|---|---|---|---|
| Average monthly sales | 40% | $60,000 | $66,000 | 110% | 44% |
| Customer survey score | 30% | 90 | 88 | 98% | 29% |
| Shift leads certified | 20% | 2 | 2 | 100% | 20% |
| Inventory shrink (lower is better, entered reversed) | 10% | 1.2% actual | 1.5% target | 125% | 13% |
| Overall goal score | 100% | 106% · Meets expectations |
Set three to six SMART goals at the start of the year, each with a number and a weight. At review time, type the actual results and the sheet does the math. In the example, beating the sales target did not push the overall score into “Exceeds,” because the survey score fell short. The 150% cap keeps one huge win from hiding a missed goal. For goals where lower is better, such as shrink or errors, swap the two numbers as the sheet’s note explains.
4. Quarterly check-in template
Best for staying on track between annual reviews
Quarterly performance check-in · Jordan Lee, medical assistant · Cedar Family Clinic, Columbus, OH · Manager: Lauren Brooks · Q3 2026 · September 29, 2026
| Question | Employee | Manager |
|---|---|---|
| What went well this quarter? | Flu shot clinic setup; intake down to 10 minutes | Agree; patient comments mention you by name |
| What got in the way? | Monday portal backlog | Will add a float MA on Mondays in October |
| Progress on each goal | Phlebotomy: done. Portal replies: at risk | Portal target stays at 95% |
| Support needed | Spanish class reimbursement | Approved up to $300 |
| Schedule, hours or time off concerns | Want Thanksgiving week off | Submit the request by October 15 |
| Focus for next quarter | Portal replies, flu clinic | Same |
Next check-in: December 21, 2026 · Initials: J.L., L.B.
Quarterly check-ins mean nothing in the annual review is a surprise. There are no ratings, just a 20-minute conversation with notes. The employee fills in the left column first, which keeps the meeting about their work. The schedule and time off row matters for shift teams: it catches a scheduling problem before it turns into a resignation.
5. Competency-based review with rating rubric
Best for businesses where several managers rate employees
Competency-based performance review · Jasmine Carter, server · Magnolia Grill, Atlanta, GA · Reviewer: Chris Dunn · Period: 2026
| Competency | 2 Needs improvement | 3 Meets expectations | 4 Exceeds expectations | Rating | Example |
|---|---|---|---|---|---|
| Reliability | Late or absent more than policy allows; misses handoffs | Works scheduled shifts, follows call-out rules | Covers gaps, plans time off early | 4 | Picked up 9 open shifts; requested holiday time 6 weeks ahead |
| Quality | Frequent errors or redos | Meets the standard with normal checking | Rarely needs checking | 3 | Two comped entrées for wrong orders in Q2 |
| Customer focus | Complaints or slow follow-up | Polite, solves routine issues | Turns problems into repeat customers | 4 | Regulars ask for her section |
| Teamwork | Avoids shared tasks | Does their share, helps when asked | Helps before being asked; trains others | 4 | Trained three new servers |
| Communication | Information is missing or late | Shares what others need on time | Clear in writing and in person; keeps the team informed | 4 | Passes 86’d items to the next shift on the whiteboard every close |
| Safety and compliance | Skips required steps | Follows rules and checklists | Spots and reports risks | 3 | Allergy procedure followed every time |
When two managers rate the same work differently, employees notice. A rubric fixes that by describing what each rating looks like, so “4 in reliability” means covering gaps and planning time off early, not “I like working with her.” Edit the descriptions to fit your business once, and use the same rubric for everyone in the role. Ratings of 1 and 5 need a written example, which keeps the extremes honest.
6. 360-degree feedback summary (Excel)
Best for reviewing supervisors, shift leads and managers
360-degree feedback summary · Kevin Walsh, store manager · Fresh Basket Market, Columbus, OH · Period: 2026
| Competency | Self | Manager | Peer 1 | Peer 2 | Peer 3 | Direct report avg | Others’ average | Gap |
|---|---|---|---|---|---|---|---|---|
| Quality of work | 4 | 4 | 4 | 5 | 4 | 4.2 | 4.24 | -0.24 |
| Reliability | 4 | 5 | 5 | 5 | 4 | 4.6 | 4.72 | -0.72 |
| Communication | 5 | 3 | 3 | 4 | 3 | 3.5 | 3.30 | 1.70 |
| Teamwork | 3 | 4 | 5 | 4 | 5 | 4.4 | 4.48 | -1.48 |
| Leadership | 4 | 3 | 4 | 3 | 4 | 3.0 | 3.40 | 0.60 |
The gap column is the point of a 360 review. In the example, Kevin rates his communication at 5 while everyone else averages 3.3, a gap of 1.7. That is the conversation to have. He also undersells his teamwork by almost 1.5 points, which is worth saying out loud. Collect peer and staff ratings with our peer and manager evaluation forms, average direct reports before entering them, and share themes rather than any single person’s scores.
7. Performance improvement plan (PIP) template
Best for a specific problem that has not improved after coaching
Performance improvement plan · Marcus Bell, customer service representative · Riverside Distribution, Kansas City, MO · Manager: Tasha Green · HR: Dana Fox · November 9, 2026 to January 8, 2027 (60 days)
| Expected standard | Current performance | Earlier conversations |
|---|---|---|
| Resolve 85% of tickets on first contact | 68% in August, 71% in September, 70% in October | Coaching August 20; verbal warning October 6 |
| Log every call in the CRM the same day | 23 calls unlogged in October | Discussed August 20 and October 6 |
| Measurable goal | Deadline | Support provided |
|---|---|---|
| First-contact resolution of 80% or higher for December | December 31, 2026 | Two shadow sessions with a senior rep; refund policy cheat sheet |
| Zero unlogged calls, checked weekly | From November 9, 2026 | Daily CRM report sent each morning |
Check-ins: November 20, December 4, December 18, January 8 · Outcome: to be completed January 8, 2027
A PIP should be a real chance to improve, not paperwork before a firing. Use it only after coaching and at least one earlier conversation, and make every goal something both sides can measure. Set the check-in dates on day one and keep them. The wording notes that the plan does not change at-will employment or guarantee a job for the plan period. If problems continue, a written warning notice or, at the end, a termination letter keeps the record complete. Have HR or a second manager review every PIP before it is delivered.
How to run a performance review with these templates
A good performance review form helps, but the conversation does the work. This process fits a small business with no HR department.
- Set goals at the start of the period. Three to six goals, each with a number or a clear finish line. Write them on the annual review or the goal sheet so you review against them later.
- Check in every quarter. Use the quarterly template. Problems found in April can be fixed by December.
- Collect evidence a week before. Goal results, attendance and late clock-ins, customer comments, earlier check-in notes and any 360 feedback.
- Ask for a self-review. Our self performance review examples help employees write specific answers.
- Draft ratings with evidence. Every rating gets an example. Calibrate with other managers if several people rate the same role.
- Meet for 30 to 60 minutes. Results first, then ratings, then next year’s goals and development. Let the employee speak at least half the time.
- Sign, share and file. Give a copy to the employee, put the original in the personnel file, and set the first quarterly check-in.
A simple performance review calendar
Pick a cycle you can keep. Missed reviews do more harm than short ones. Each row below points to a performance review template, free to download from this page.
| When | What | Template |
|---|---|---|
| Day 1 to day 90 | New hire review at 90 days | 90-day evaluation form |
| January | Annual review, pay decision, new goals | Annual review, goal sheet |
| April, July, October | 20-minute check-ins | Quarterly check-in |
| Every 6 months (hourly teams) | Short written review | One-page review |
| Once a year (supervisors) | Feedback from peers and staff | 360 summary |
| Only when needed | 30 to 90 day improvement plan | PIP |
Once you have more than about 20 employees, keeping reviews in Word files and folders gets hard to track. That is usually when teams look at HR software for small business that stores reviews, documents and employee records together.
US rules to know about performance reviews
These are general principles checked against federal and state agency sources. They are not legal advice; laws vary by state, so check with your state labor department.
- Reviews and raises are not required by federal law. No federal law requires private employers to review employees, and the Department of Labor says the FLSA does not require pay raises above the minimum wage. Raises are a matter of agreement between employer and employee.
- Anti-discrimination laws apply to reviews. The laws the EEOC enforces cover all terms of employment, and EEOC guidance points out that evaluations often decide pay, promotion and termination. Use the same job-related criteria for everyone in a role, and do not count legally protected leave, such as FMLA leave, against attendance. Our FMLA leave guide explains who qualifies.
- Keep the records. EEOC regulations require personnel and employment records to be kept for one year, and one year from the date of an involuntary termination. California requires personnel records to be kept at least three years after employment ends.
- Employees may have a right to see reviews. In California, current and former employees can inspect and copy records relating to their performance, and the employer must respond within 30 calendar days of a written request. Other states set their own rules.
- Montana requires good cause after probation. Montana’s labor department says the state is not at-will once the probationary period ends, so documented reviews and PIPs matter more there.
Frequently asked questions
What should a performance review template include?
Employee and reviewer details and the review period; results against last period’s goals; ratings on core responsibilities and competencies with a defined scale and evidence; an overall rating; goals for the next period with measures and dates; a development plan; comment boxes for both sides; and signatures confirming the review was discussed.
How often should performance reviews happen?
No federal law sets a schedule, so it is your choice. A common pattern for small businesses is one annual review that covers pay and goals, short quarterly check-ins in between, and a 90-day review for new hires. Hourly teams with high turnover often do better with six-month reviews than with annual ones.
Are performance reviews required by law?
No. Federal law does not require private employers to hold performance reviews, and the Department of Labor notes that the FLSA does not require pay raises. If you do hold them, anti-discrimination laws enforced by the EEOC apply, so use the same job-related criteria for everyone in a role and keep the records.
What is a performance improvement plan?
A PIP is a written plan, usually 30 to 90 days long, that states a specific performance gap, measurable goals, the support the employer will give and dates for check-in meetings. It gives the employee a fair chance to improve and gives the employer a clear record if the problem continues and further action is needed.
Should performance reviews be tied to raises?
Many employers link them, because a documented rating makes pay decisions easier to explain. Some hold the pay conversation a few weeks after the review so the discussion stays on performance. Either way, use the same scale and budget rules for everyone in a role, and check that similar ratings lead to similar raises.
How long should we keep performance reviews?
EEOC rules require private employers to keep personnel records for at least one year, and one year from the date of an involuntary termination. Some states require longer; California requires personnel records to be kept at least three years after employment ends. Keep reviews in the personnel file and check your state’s rule.