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

As part of our commitment to continuous improvement, People Services recently reviewed feedback from the 2025 Performance Review Feedback Survey, completed by employees and managers across the business. Thank you to everyone who took the time to share thoughtful and constructive input.

What Worked Well

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

• The overall experience received a weighted average score of 4.18 out of 5, with almost 90% of respondents rating the process 4 or 5 out of 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.

Key Themes From Feedback

• Relevancy of questions: Several respondents noted that some questions felt repetitive or not fully relevant to specific roles, particularly within Sales and Service functions.
• 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 recurring suggestion was to shorten the gap between completing the review and having the conversation, so discussions better reflect current responsibilities and performance.

Alongside what’s working, the survey highlighted a few consistent themes where we can continue to improve:

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 review questions
Sales and other key functions 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 Initiative:

• 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 Reviews & Ongoing Check‑Ins

Our Mid-Year Reviews in July will provide a valuable opportunity to pause, check progress on goals, and adjust focus for the remainder of the year. These conversations are most impactful when goals are clear and progress has been discussed throughout the year through regular 1:1s not just at review time. More information to follow on our Mid-year Review process.