Performance reviews may not always be the most anticipated part of the work cycle, but the Employee Relations and Employee Career Development teams at NC State are working to change that perception. Their goal is to shift performance management from a box-checking task to a meaningful, motivating tool for career growth.

By reimagining how and when performance conversations occur, this initiative aims to align employees’ personal development with the university’s long-term objectives. At the heart of this process is a simple but powerful idea: Performance planning shouldn’t just be about looking back. It should also be about looking ahead.

More Than a Review: An Opportunity To Support Employee Career Progression

When done right, performance management helps employees understand what they’re doing well, where they can improve and how they can grow within the university. It creates space for honest feedback, meaningful goal setting and professional development planning that supports career progression.

This evolving approach encourages managers to focus on ongoing conversations rather than relying solely on the annual review. Regular check-ins, especially the mid-year performance conversations, help employees and supervisors reflect, realign and adjust goals if needed. These touchpoints keep growth top of mind, not just a once-a-year formality.

Initiate Conversations About Skill Development

Employee Relations and Employee Career Development encourage managers to initiate conversations about skill development and opportunities that challenge employees to develop new skills. Employees should take the initiative to start these conversations if their managers don’t. Whether it’s identifying hidden talents, suggesting cross-training experiences or talking about future roles, these discussions can help employees map out the next steps in their career journey. 

Overcoming Old Hurdles

Of course, it’s not always easy to turn performance reviews into development tools. One common challenge is that reviews are often viewed as time-consuming or disconnected from actual career progression. Sometimes the process feels more like a checklist than a chance for real dialogue.

But by reframing the review as a development-focused conversation and using tools like the Learning Plan Discussion Guide and encouraging use of tuition waivers, managers can support employees in pursuing new learning opportunities, attending conferences or preparing for future roles at the university. The review process should feel less like a report card and more like a roadmap for achieving your performance, career and professional development goals.

Building a Culture of Growth

Ultimately, these changes support a development-centered culture that fosters trust between employees and managers, promotes long-term engagement and strengthens the university. Employees should leave performance conversations feeling valued, clear about their next steps and encouraged to keep learning and growing.