Performance reviews and feedback in startups

In small teams everyone's contribution is visible, so regular, open feedback is critical for personal growth and company speed. You do not need big-company systems; a simple, regular structure is enough.

One-to-ones

Hold 30-minute meetings between each person and their manager every two weeks:

• The employee sets the agenda.
• Progress, blockers and support needed
• Career goals and development areas
• Two-way feedback

Giving effective feedback

• Timely: soon after the event
• Specific: describe the behaviour and its impact, not the person. "We were unprepared for the pricing question in yesterday's customer meeting; it reduced the customer's confidence."
• Balanced: give positive feedback just as clearly.
• Solution-focused: agree what to do differently next time.
• Private: give critical feedback one to one.

Be open to receiving feedback too; managers and founders should ask the team for it regularly.

Goals

Everyone should know how they contribute to company goals. Quarterly goals and clear ownership make reviews easier; see our OKR guide.

Review cycle

In a written review every six or twelve months, cover:

1. Goals and results
2. Behaviour in line with company values; see our culture guide
3. Strengths and development areas
4. Goals and a development plan for the next period

There should be no surprises; important issues should already have come up in one-to-ones.

Pay and promotion

Keep criteria for pay and promotion transparent. For long-term incentives such as options, see our ESOP guide.

Performance issues

• Raise the issue early and clearly.
• Put expectations, support and timeline in writing.
• Track progress regularly.
• If there is no improvement, handle the exit fairly, respectfully and in line with employment law.

Conclusion

Regular, honest feedback helps the team grow fast and work with confidence. As you grow, see our hiring guide.