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How can you conduct engineering performance reviews and feedback sessions?

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Engineering performance reviews and feedback sessions are essential for managing and developing your engineering team. They help you assess the strengths, weaknesses, and potential of your engineers, as well as align their goals and expectations with the organization's vision and strategy. However, conducting effective engineering performance reviews and feedback sessions can be challenging, especially if you have a large, diverse, or remote team. In this article, we will share some tips and best practices on how to prepare, conduct, and follow up on engineering performance reviews and feedback sessions.

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Anna Riddell (Ridniak)

Project Director @ Northern Territory Government | Construction Management, Project Engineering, Chartered Professional…

1 Define the purpose and scope

Before you schedule a performance review or feedback session with your engineer, you need to define the purpose and scope of the conversation. Are you evaluating their performance over a specific period, project, or role? Are you providing constructive feedback on a particular skill, behavior, or outcome? Are you discussing their career development, learning opportunities, or growth plans? Depending on the purpose and scope, you may need different tools, metrics, and criteria to measure and communicate your engineer's performance and feedback.

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Anna Riddell (Ridniak)

Project Director @ Northern Territory Government | Construction Management, Project Engineering, Chartered Professional Engineer, MPE, MEM, MBA
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To conduct effective performance reviews in engineering teams, it's vital to clearly define the objective and scope of the discussion. My experience managing large teams has shown that a focused approach is essential for meaningful outcomes. Determine whether the review assesses performance over a specific period, project deliverables, or technical competencies, or if it targets skill development and career growth. Preparation should include selecting relevant metrics like KPIs, code quality, and peer feedback, along with concrete examples of observed behaviours. This structured method ensures productive feedback, supports professional development, and aligns with organisational goals.

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Limor Bergman Gross

I help women in engineering progress to leadership roles by overcoming feeling stuck, frustrated, or powerless through a structured process that empowers them to take control of their career growth.
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Think about what skills you are measuring. Hard skills - code quality, delivering on time, productivity, completion of projects, self-learning, etc. Soft skills - Collaboration, Motivation, Communication, etc. Define expectations of those skills per the seniority of the engineer and define how would you ate them in each one of those metrics per your expectation from them,

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2 Gather data and evidence

To conduct a fair and objective performance review or feedback session, you need to gather data and evidence that support your assessment and feedback. Sources of data and evidence can include engineering metrics, peer feedback, self-assessment, and observations. It is important to collect and analyze the data before the meeting, and create a summary or report that highlights the key findings. This will help you ensure an accurate and impartial review.

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Limor Bergman Gross

I help women in engineering progress to leadership roles by overcoming feeling stuck, frustrated, or powerless through a structured process that empowers them to take control of their career growth.
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It's important to ask the engineer to review their own work and list their accomplishments and areas for improvement. This can help you identify any gaps in how they perceive their performance compared to your own evaluation. Additionally, it may remind you of some of their work that you may have forgotten about.

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3 Set the agenda and expectations

To ensure a productive and respectful performance review or feedback session, you need to set the agenda and expectations for the meeting in advance. This should include the date, time, duration, and format of the meeting, as well as the purpose and scope of the session. You should also let your engineer know what data and evidence you will use to evaluate and provide feedback, as well as the outcomes and action items you expect from the meeting. Additionally, it's important to communicate the tone and style of the conversation; whether it will be formal or informal, positive or constructive. Setting the agenda and expectations can help you and your engineer to be on the same page, while avoiding any surprises or misunderstandings during the meeting.

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Limor Bergman Gross

I help women in engineering progress to leadership roles by overcoming feeling stuck, frustrated, or powerless through a structured process that empowers them to take control of their career growth.
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It is suggested to hold a separate meeting dedicated to performance review instead of including it in the regular one-on-one meeting with your team members. I recommend allowing the engineer to share their perspective first before sharing your own. This approach can help you prepare better for your response.

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4 Conduct the meeting

During the performance review or feedback session, you should follow the agenda and expectations you have set, and engage in a two-way dialogue with your engineer. Begin with a positive and appreciative introduction, thanking your engineer for their work and contribution. Share your assessment and feedback based on the data and evidence you have gathered, providing specific examples to illustrate your points. Listen to your engineer's perspective and feedback, acknowledging their feelings and opinions. Ask open-ended questions to encourage your engineer to reflect, clarify, or elaborate on their performance and feedback. Discuss your engineer's goals, challenges, and opportunities, offering your support and guidance. Agree on the next steps and action items, documenting them for future reference. Conduct the meeting in a respectful, honest, and constructive manner; avoid any personal, vague, or negative comments that may demotivate or offend your engineer.

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Limor Bergman Gross

I help women in engineering progress to leadership roles by overcoming feeling stuck, frustrated, or powerless through a structured process that empowers them to take control of their career growth.
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I recommend sticking to facts and avoiding emotions. Instead of using phrases like "I feel", use phrases like "I observed". Data is hard to argue with and is not biased, while feelings are subjective and arguable. It's best to use neutral or positive language rather than negative language. For instance, if the engineer missed deadlines, you can say something like, "I observed that projects took longer than anticipated. What are your thoughts? What do you think contributed to the delay?" Be curious and ask a lot of questions rather than making assumptions. Instead of assuming that the engineer is lazy or doesn't estimate properly, try asking open-ended questions. You may discover surprising facts that you haven't thought about before.

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5 Follow up and monitor

After the performance review or feedback session, you should follow up and monitor the progress and results of the meeting. This includes sending a summary or report of the meeting to your engineer, providing any additional resources, tools, or feedback that may help them improve, regularly checking in with them and offering feedback, recognition, or support as needed, and tracking and measuring the impact and outcomes of the performance review or feedback session. It is important to follow up in a consistent, timely, and transparent manner to demonstrate that you care about your engineer's success and development.

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Limor Bergman Gross

I help women in engineering progress to leadership roles by overcoming feeling stuck, frustrated, or powerless through a structured process that empowers them to take control of their career growth.
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It's important to establish clear goals, even if they are small, and set timelines for achieving them. Collaborate with your engineer to keep track of progress. To ensure that goals are Specific, Measurable, Achievable, Relevant, and Time-bound (SMART), it's better to have the engineer define their own goals with your guidance instead of you dictating their goals to them. Their commitment to growth will be much greater if they are actively involved in setting their own goals.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you conduct engineering performance reviews and feedback sessions?

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2

3

4

5

6

1 Define the purpose and scope

2 Gather data and evidence

3 Set the agenda and expectations

4 Conduct the meeting

5 Follow up and monitor

6 Here’s what else to consider

Engineering Management

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How can you conduct engineering performance reviews and feedback sessions?

1

2

3

4

5

6

1 Define the purpose and scope

2 Gather data and evidence

3 Set the agenda and expectations

4 Conduct the meeting

5 Follow up and monitor

6 Here’s what else to consider

Engineering Management

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