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Performance Review Feedback: What We Heard and What’s Next

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In response to the All-Company survey in 2023, the GracoRoberts Performance Review process was developed collaboratively by managers and employees. The focus was on developing a tool based upon GracoRoberts' needs and values.

Since its successful launch in 2024, we committed to continuous improvement by gathering feedback following each performance review cycle. After the 2025 year-end review, employees and managers across the business completed a feedback survey.

Thank you to everyone who took the time to share thoughtful and constructive input. Read below to learn what your colleagues shared.

What Worked Well

Overall, the feedback on the 2025 performance review process was very positive:

  • Respondents were asked to rate their overall experience of the 2025 Performance Review process on a scale of 1 (not good at all) to 5 (excellent). The process received a weighted average score of 4.18 out of 5, with nearly 90% of respondents rating their experience a 4 or 5.
  • Nearly 90% of employees felt they received valuable feedback during their year-end conversations.
  • Over 70% found the mid-year review helpful as a check-in on progress during the year.
  • Most respondents reported a clear understanding of the Flight Status rating definitions.
Encouraging comments highlighted strong dialogue and meaningful career conversations. Many noted their managers regularly provide feedback through 1:1s and team discussions.

Key Themes From Feedback

  • Goal clarity: Feedback clearly pointed to the importance of having defined, meaningful goals — especially for mid-year conversations to be truly effective.
  • Manager support and consistency: Employees value well-prepared managers who provide examples, context, and balanced feedback.
  • Timing of reviews: A common suggestion was to shorten the time between writing the performance review and having the conversation. 
  • Relevancy of questions: Several respondents noted that we should look at relevancy of questions specifically in relation to the Sales and Service Performance Review template.

What We’re Going to Do Next

Based on this feedback, here’s what we’re focusing on for the year ahead:

1. Review and refine Sales and Service questions
Sales and Service will be asked to review the questions asked in performance reviews, ensuring they are relevant, role-appropriate, and meaningful, while continuing to reduce unnecessary repetition.

2. Continued manager support and guidance
There will be continued support for managers on how to prepare for and lead effective performance conversations with a focus on quality feedback, examples, and ongoing 1:1s throughout the year.

3. A stronger focus on goal setting
Where goal setting is relevant to the role, we strongly encourage managers and employees to set clear goals and revisit them regularly.

Aligning Goals to Our 2026 Business Initiatives:

  • Financial Discipline: Operating within revenue and spending targets to achieve the 2026 budget.
  • Marketplace Launch (Q2 2026): A company-wide initiative where every department plays a role in success.
  • PCC ERP Migration: Transitioning Pacific Coast Composites to Crescendo in Q2 2026 for improved alignment and transparency.
  • Phase 1 AI Implementation: Building the global blueprint for AI launch and adoption.
  • Simplify to Win: Continuing our commitment to streamline processes and drive efficiency.

Resources to support effective goal setting can be found in our Performance Management Toolbox.

Looking Ahead: Mid-Year Check-Ins and 1:1 Meetings

Our Mid-Year Check-Ins in July will provide a valuable opportunity to pause and reflect, review goals, share feedback and if needed, adjust focus for the remainder of the year. These conversations are most impactful when there is continuous dialogue throughout the year through regular 1:1s, not just at review time. More information to follow on our Mid-Year Process.