1. Purpose

The purpose of this SOP is to establish a structured, consistent process for conducting employee performance review meetings. Performance reviews are designed to support professional growth, clarify expectations, align performance with organizational goals, and promote open, two-way communication between employees and leadership.

2. Scope

This SOP applies to all administrators, directors, and supervisors responsible for evaluating employee performance, as well as all employees participating in formal performance review meetings at Young Innovators Academies.

3. Responsibilities

  • Directors / Supervisors are responsible for scheduling, preparing, and conducting performance review meetings and documenting outcomes.

  • Employees are responsible for preparing reflections, participating openly in the discussion, and engaging in agreed-upon action plans.

4. Scheduling the Performance Review Meeting

  1. The supervisor schedules a performance review meeting with the employee in advance.

  2. The meeting invitation must include:

    • Date, time, and location or virtual link

    • Estimated duration

    • Purpose of the meeting

  3. Preparation guidelines must be shared with the employee prior to the meeting.

5. Employee Preparation Guidelines

Employees are expected to prepare for the performance review meeting by:

  • Reflecting on accomplishments since the last review period

  • Identifying areas of growth or improvement

  • Considering challenges or barriers encountered

  • Identifying training, support, or resources needed

  • Clarifying short- and long-term professional goals

  • Preparing questions or feedback to share during the meeting

6. Manager Preparation Requirements

6.1 Identify Key Talking Points & Agenda

Supervisors must prepare a structured agenda that includes:

  1. Welcome and purpose of the meeting

  2. Review of role expectations and performance goals

  3. Discussion of accomplishments and strengths

  4. Review of areas for improvement

  5. Alignment with organizational and program goals

  6. Employee feedback, challenges, and aspirations

  7. Development goals and action planning

  8. Summary of next steps and follow-up expectations

6.2 Prepare Constructive Feedback

Feedback must be:

  • Specific and based on observed performance data

  • Balanced, recognizing both strengths and improvement areas

  • Focused on behaviors, execution, and outcomes

  • Actionable, with clear recommendations for growth

  • Aligned with SOPs, role expectations, and performance standards

6.3 Align Feedback with Goals and Expectations

Supervisors must:

  • Review previously established goals

  • Clarify current role expectations

  • Highlight how the employee’s performance supports:

    • Program quality

    • Team effectiveness

    • Child outcomes and family experience

  • Identify any gaps between expectations and performance

6.4 Prepare Questions for Two-Way Dialogue

Supervisors should prepare open-ended questions, including but not limited to:

  • What accomplishments are you most proud of during this review period?

  • What challenges have you experienced in your role?

  • Where do you feel additional support or training is needed?

  • What skills would you like to develop next?

  • What are your professional goals for the next review period?

7. Conducting the Performance Review Meeting

  1. Encourage open, respectful dialogue.

  2. Listen actively to the employee’s perspective.

  3. Ask clarifying questions as needed.

  4. Maintain a professional, growth-focused tone.

  5. Address concerns factually and objectively.

  6. Reinforce expectations and standards clearly.

8. Action Plan Development

At the conclusion of the meeting, the supervisor and employee must establish a documented action plan that includes:

  • Identified improvement or development areas

  • Specific action steps

  • Required training, coaching, or resources

  • Measurable goals and success indicators

  • Timeline for completion

  • Follow-up or re-evaluation date

9. Documentation & Follow-Up

  • Performance review notes and action plans must be documented and retained in the employee’s personnel file.

  • Follow-up observations or check-ins must be scheduled as outlined in the action plan.

  • Documentation is used for clarity, accountability, and ongoing support—not punishment.

10. Compliance

Failure to follow this SOP may result in inconsistent evaluations, misalignment of expectations, and reduced employee development outcomes. All supervisors are required to follow this process to ensure fairness, consistency, and accountability.