Performance Reviews for General Contracting

Work with leadership to choose how often reviews will occur (for example, once a year with a 6-month check-in). Decide the review period dates, such as January–December, and when the review conversations must be completed by.

Clarify whether all employees are included or if there are differences for probationary staff, temporary workers, or new hires. Document any special rules, such as a shorter review cycle during the first year.

Define whether each person gets a full written review, a shorter check-in, or a combination. For example, front-line field staff may get a simpler form than managers, but everyone should receive some form of feedback.

Check that the review timing lines up with merit increase decisions, bonus decisions, and workforce planning so information can be used across processes. Adjust dates if needed to avoid overlaps with peak construction periods.

Lay out key milestones on a calendar: when forms are released, when self-assessments are due, when manager reviews are due, and when HR must receive final documents. Share this calendar with managers.

Write a short summary of the review framework and schedule. Store it in the HR procedures folder and send it to managers before each review cycle so everyone is clear on expectations.

For each main role group (field, supervision, project management, office), read the job descriptions and list the key responsibilities and behaviors that drive success. Include items such as safety practices, quality of work, documentation, and teamwork.

Group related responsibilities into categories like “Safety,” “Technical Skills,” “Planning and Organization,” “Communication,” and “Teamwork.” Choose a simple rating scale (for example, 1–5 with descriptions for each level) and keep it consistent across forms.

Create review form templates that include the performance categories, rating scale, comment sections, and a place for overall rating and goals. Keep forms simple and avoid unnecessary questions that do not apply to construction roles.

Add sections where managers can mention important projects, milestones, or incidents during the review period. This helps anchor feedback in real examples rather than general statements.

Share draft forms with operations leaders and the safety manager to make sure the criteria reflect what they expect from their teams. Adjust wording and categories based on their feedback.

Save the final templates in a shared HR location. When a review cycle begins, provide managers with the correct form for each employee’s role so they are not guessing which version to use.

Write a one-page summary that explains the purpose of reviews, the timeline, and the main steps (self-assessment, manager review, meeting, goals). Use plain language and avoid HR jargon.

Describe clearly what is expected from employees, such as completing a self-assessment, thinking about their goals, and gathering examples of their work. Include any deadlines they must meet.

Tell employees how the review will be used in decisions such as development planning, promotions, or pay adjustments. Be honest and consistent so there are no surprises.

Email the overview to all employees at the beginning of the review cycle. Ask supervisors to review it in team meetings, especially with field crews who may not check email often.

Explain where employees can find self-assessment forms and who they can contact with questions about the process. Make sure field staff have practical access, such as printed forms or help from office staff.

Send reminders before key dates, such as self-assessment due dates. Encourage supervisors to follow up with team members who may need help completing their part.

For each employee, gather basic data such as attendance, safety incidents, jobsite write-ups, rework incidents, and key project outcomes they worked on. Pull this from existing systems or logs.

Look at the employee’s last performance review or onboarding goals and note which goals were met, which were not, and any progress that was made. This shows follow-through over time.

If the employee worked on multiple projects or with different supervisors, ask those supervisors for short, factual feedback on performance. Focus on specific behaviors and results rather than opinions.

Create a simple folder or file for each employee where you keep the metrics, prior goals, and any feedback notes. This keeps everything in one place when the manager fills out the review.

Provide managers with compiled data for each of their direct reports so they are not searching through multiple systems. Explain briefly what each piece of information is and where it came from.

Remind managers to look at the full review period and all available data, not just recent events. Suggest they double-check themselves for favoritism, unfair comparisons, or assumptions that are not supported by the data.

Share a simple self-assessment form that mirrors the main performance categories on the manager review form. Include prompts for strengths, areas to improve, and goals for the next period.

Give clear instructions about how detailed responses should be, whether examples are required, and how long the form should take. Emphasize honesty and specific examples instead of general statements.

Choose a deadline that gives employees enough time to think but still allows managers time to read the self-assessments before writing their reviews. Communicate the deadline clearly.

For employees who are less comfortable with writing, such as some field staff, offer an option to complete the self-assessment in a short meeting where someone can help capture their answers in writing.

Have employees return forms to their manager or upload them to a central HR folder, depending on your system. Track who has turned theirs in and follow up with those who have not.

Remind managers to read each self-assessment in full before drafting their review. They should note where they agree, where they differ, and any new information the employee has surfaced.

Send each manager the correct review form for their employees’ roles, along with a short guide explaining how to rate and what kind of comments are most useful (specific, factual, and behavior-based).

Before writing, managers should review performance data and the employee’s self-assessment. This helps them see the full picture and note areas where their view matches or differs from the employee’s.

Managers should assign ratings for each category (such as safety, quality, planning) based on evidence from the review period. They should avoid using the same rating for everything unless it is truly accurate.

For each category, managers should write short comments with examples, such as a specific project or situation that illustrates the rating. Comments should describe actions and results, not personal labels.

At the end of the form, the manager should write an overall summary capturing key strengths, main improvement areas, and future potential. This section will guide the conversation and future planning.

Have managers send their completed drafts to HR for a quick review of tone, completeness, and any red flags. HR can suggest adjustments before the manager shares the review with the employee.

Managers should schedule a dedicated block of time with each employee, ideally in a private setting or quiet space. Send calendar invites or provide written notices with the date, time, and location.

Decide whether employees will see their written review shortly before the meeting. For many roles, sharing it one day early gives them time to absorb feedback and prepare questions.

At the start of the meeting, the manager should explain the purpose: to review the past period, give feedback, and plan for the future. They should set a respectful tone and avoid rushing.

The manager should walk through the main sections of the review, focusing on key strengths and the most important improvement areas. They should reference specific projects or situations rather than staying abstract.

Managers should ask the employee for their thoughts on the review, where they agree or disagree, and what they need to do their job better. They should listen carefully and not argue over minor details.

At the end, the manager should recap the main messages, including any agreed changes in behavior or support, and explain that goals and development plans will be documented after the meeting.

Managers should consider upcoming workload, project types, and company objectives before setting individual goals. This ensures goals help both the employee and the business.

Work with the employee to choose a small number of clear, measurable goals for the next period. Examples might include improving documentation quality, leading a small project phase, or reducing punch list items on their work.

For each goal, agree on what “done” or “improved” looks like, such as a target metric, completion of a project, or feedback from others. Write this down in simple terms.

Discuss what training, mentoring, or new responsibilities will help the employee achieve their goals. This might include specific courses, shadowing opportunities, or taking on a stretch assignment.

Decide when progress on each goal will be checked during the year, such as quarterly one-on-one meetings. Put these checkpoints on the manager’s and employee’s calendars.

Record goals, measures, and development activities in the review form or a separate development plan template. Make sure both the manager and employee receive a copy.

After the conversation, the manager should update the review form with any changes agreed during the meeting and add brief notes about important discussion points or clarifications.

Before signing, the manager should give the employee a chance to read the final version to confirm it matches what was discussed. They can answer any last questions or make minor wording adjustments.

Ask the employee to sign and date the review form. Explain that their signature means they have received and discussed the review, not that they agree with every point.

The manager should also sign and date the form to confirm that they have completed the process and stand behind the evaluation.

Send the signed form to HR (physically or electronically) for filing in the personnel record. Provide a copy to the employee for their own records.

Update the performance review tracking sheet or HR system to show that the review is complete, including the date. This allows HR to monitor compliance with the review process.

Managers should set recurring one-on-one meetings with each employee (for example, monthly or quarterly) to review progress on goals and address any issues early. Add these to both calendars right after the review cycle.

In each check-in, briefly revisit the goals and development plan. Ask the employee what progress they have made, what obstacles they are facing, and what support they need.

If the review identified significant performance or behavior problems, managers should create a simple action plan with clear expectations and timelines. They should document what has been done and what results they see.

If project assignments or company priorities shift, managers and employees may need to adjust goals. Any changes should be agreed upon and documented so expectations stay clear.

For serious performance concerns or planned promotions, managers should update HR so records and plans stay aligned. HR can advise if a formal improvement plan is needed.

At the end of the review period, managers should refer back to their follow-up notes to see how much progress was made. This provides concrete evidence for the next performance review and keeps the process continuous.