To support growth during performance reviews, which practice should be used?

To support growth during performance reviews, which practice should be used?

• A. Collaboratively set feasible goals
• B. Conduct annual salary reviews only
• C. Limit discussions to current duties
• D. Exclude career discussions from the review

Answer: (B)

Growth during performance reviews happens when the conversation becomes a plan for development. Collaboratively setting feasible goals turns the review into a forward-looking process: it clarifies what success looks like, identifies skill gaps, and outlines concrete steps to close them. When both you and your supervisor agree on specific, realistic targets, you have a clear roadmap, milestones to hit, and a sense of ownership over your progress. This also makes it easier for the supervisor to provide targeted coaching, resources, and timely feedback, which keeps growth moving between reviews. Relying on annual salary reviews focuses the discussion on compensation, which doesn’t inherently drive new skills or future performance. Limiting discussions to current duties misses chances to broaden responsibilities or learn new capabilities. Excluding career discussions prevents planning for advancement and identifying the experiences needed to reach the next level. All of that is why collaborative goal setting is the most effective way to support growth during performance conversations.

Growth during performance reviews happens when the conversation becomes a plan for development. Collaboratively setting feasible goals turns the review into a forward-looking process: it clarifies what success looks like, identifies skill gaps, and outlines concrete steps to close them. When both you and your supervisor agree on specific, realistic targets, you have a clear roadmap, milestones to hit, and a sense of ownership over your progress. This also makes it easier for the supervisor to provide targeted coaching, resources, and timely feedback, which keeps growth moving between reviews.

Relying on annual salary reviews focuses the discussion on compensation, which doesn’t inherently drive new skills or future performance. Limiting discussions to current duties misses chances to broaden responsibilities or learn new capabilities. Excluding career discussions prevents planning for advancement and identifying the experiences needed to reach the next level. All of that is why collaborative goal setting is the most effective way to support growth during performance conversations.