​

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 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