All permanent members of staff at Acorn Publishing are entitled to an annual performance review. The purpose of the review is threefold: to recognise what an employee has done well over the year, to agree objectives for the coming year, and to identify any support — training, coaching, or changes to the employee's role — that would help the employee to flourish.

**Scheduling.** Reviews are held during the three months leading up to the end of the financial year. Each employee is given a one-hour slot with their line manager, and the date is agreed at least four weeks in advance. Either party may ask for the meeting to be rescheduled, but only once per review cycle, and not within five working days of the agreed date.

**Preparation.** Two weeks before the meeting, the employee completes a self-assessment form covering the main projects of the year, achievements they are particularly proud of, and areas in which they would like to do better. The line manager reads this before the meeting and prepares a short written response. Neither document is final before the review itself; both are intended as a starting point for discussion.

**The conversation.** The review meeting is a structured conversation rather than a one-way assessment. The line manager is asked to spend roughly as much time listening as speaking, and the employee is encouraged to raise any issues, including issues with the line manager's own style, that have affected the employee's work. The conversation is confidential, but any formal written outputs — revised objectives, an action plan — are recorded on the employee's file.

**Outcomes.** Where a review identifies a concern about performance, the employee and manager agree a short, time-limited improvement plan (typically three months), with clear goals and regular check-ins. Where a review identifies an exceptional contribution, the manager is expected to nominate the employee for formal recognition at the quarterly awards.

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