Review Types

Topicflow supports various review formats depending on your organization’s needs. Here’s how each type works.

​

Manager-led reviews

The manager writes a comprehensive review of their direct report’s performance. What’s included:

• Manager’s assessment of performance
• Evaluation of goal achievement
• Strengths and growth areas
• Performance rating (if used)
• Development goals for next period

Self-review may or may not be included, depending on your organization’s process. When someone has more than one manager, each of them is asked to write the manager review, and the first one to submit completes it. The task list and the review form name the other managers who can also write it, and warn you if one of them has already submitted. When to use:

• Standard annual or semi-annual reviews
• When the manager has sufficient context to evaluate performance
• For straightforward performance evaluation

Pros:

• Simpler and faster than 360-degree reviews
• Manager has authority to make performance decisions

Cons:

• Limited to manager’s perspective
• May miss context from peers or stakeholders

​

360-degree reviews

Comprehensive reviews that include input from multiple sources. What’s included:

• Manager review: Manager’s assessment
• Self-review: Employee’s self-assessment
• Peer feedback: Input from colleagues and collaborators
• Upward feedback (for managers): Input from direct reports
• Stakeholder feedback: Input from cross-functional partners

When to use:

• Annual or semi-annual comprehensive reviews
• For roles with significant cross-functional collaboration
• When peer and stakeholder perspectives are valuable

Pros:

• Multiple perspectives create a fuller picture
• Reduces bias from single-source evaluation
• Surfaces contributions the manager may not see

Cons:

• More time-intensive
• Requires thoughtful peer selection
• Can feel overwhelming if too many reviewers

​

Self-reviews

The employee reflects on their own performance. What’s included:

• Accomplishments and challenges
• Goal achievement and progress
• Growth areas and development goals
• Reflections on feedback received

When to use:

• As part of 360-degree reviews
• For development-focused check-ins
• To prepare for manager review conversations

Why self-reviews matter:

• Gives employees a voice in their evaluation
• Surfaces accomplishments the manager may not know about
• Helps identify perception gaps between self and manager assessment

​

Upward reviews (manager reviews)

Direct reports provide feedback on their manager’s performance. What’s included:

• Leadership and support
• Communication and clarity
• Coaching and development
• Team culture and dynamics

When to use:

• As part of 360-degree reviews for managers
• For dedicated manager effectiveness evaluations
• To support manager development

Privacy: Upward feedback is often anonymized or aggregated to encourage honesty.

​

Peer reviews

Colleagues and collaborators provide feedback on teamwork and collaboration. What’s included:

• Collaboration effectiveness
• Communication and responsiveness
• Technical or domain expertise
• Contributions to team success

When to use:

• As part of 360-degree reviews
• For roles with significant peer collaboration
• To capture context the manager doesn’t see

Best practices:

• Select peers who worked closely with the person during the review period
• Ask for specific examples, not vague impressions
• Balance feedback (positive and constructive)

​

Calibration reviews

Managers write reviews, then leadership calibrates ratings across teams. What’s included:

• Manager reviews with initial ratings
• Calibration discussions among leadership
• Adjusted ratings to ensure fairness and consistency

When to use:

• In larger organizations with multiple teams
• To prevent rating inflation or deflation
• To ensure fairness across managers

How calibration works:

1. Managers write reviews and assign ratings
2. Leadership meets to discuss ratings across teams
3. Ratings are adjusted to create consistency
4. Final reviews are shared with employees

​

Development-focused reviews

Lighter reviews focused on growth, not formal evaluation. What’s included:

• Reflection on recent work
• Skills development and learning
• Goals for the next period
• Fewer or no formal ratings

When to use:

• Quarterly check-ins between formal annual reviews
• For early-career employees focused on learning
• In cultures that emphasize development over evaluation

​

Choosing the right review type

For most organizations: 360-degree reviews annually, with quarterly development-focused check-ins. For smaller teams or startups: Manager-led reviews with self-reviews, less formal peer feedback. For larger, matrixed organizations: 360-degree reviews with calibration to ensure fairness. For managers: Include upward feedback from direct reports.

​

What’s next