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How to run performance reviews in an NGO

By the EMPOBase team · · 4 min read

Short answer

Run performance reviews as a yearly cycle with regular check-ins. Agree two to five goals at the start, talk about progress every few months, and hold a formal review at the end. Rate against the goals and the role, not against colleagues. Write down the discussion, let the staff member add comments, and agree next steps and any support or training.

Key points

  • Agree two to five clear goals at the start of the cycle.
  • Hold short check-ins during the year so the review holds no surprises.
  • Judge against the role and goals, not against other people.
  • Write down the outcome, let the person respond, and agree next steps.

Why review performance at all?

A review tells people where they stand, what you value and what to do next. Without one, good work goes unnoticed and problems grow quietly until they become a dispute. In an NGO there is another reason: donors expect that staff on a grant have the skills for the role, and that you act when support is needed.

A review is not a punishment, and it is not a surprise. If a staff member hears something new at the review, the check-ins have failed.

What does a simple cycle look like?

  1. Start of the cycle. Manager and staff member agree two to five goals, linked to the job description and the project plan. Write them in plain words with a way to tell if each is met.
  2. Check-ins. Meet every three to four months for 30 minutes. Talk about progress, blockers and support. Note anything agreed.
  3. Self-assessment. The staff member writes a short note on how they think it went, before the manager writes theirs.
  4. Review meeting. Discuss both views, and then rate the year against the goals and the role.
  5. Record and next steps. Write the summary, agree the goals for the next cycle and list any training or support.

How do you set good goals?

A good goal is specific, within the person’s control and checkable. “Improve reporting” is vague. “Submit the monthly project report by the fifth working day, with budget figures checked by finance” is clear.

Mix three kinds of goals:

  • Results: what the person delivers.
  • Ways of working: collaboration, safeguarding, and following procedures.
  • Growth: one skill to build in the year.

Our article on building a competency framework shows how to describe the skills a role needs, so goals and ratings use the same language.

How do you rate fairly?

Use a short scale, with a plain description for each level. Four levels are often enough. Then follow these habits:

  • Rate against the goals and the role, not against colleagues.
  • Use evidence from the whole year, not the last month.
  • Give examples for strong and weak ratings.
  • Check ratings across a team for patterns that look unfair, such as one manager rating everyone high.
  • Keep personal opinion about character out of the form.

Staff in different countries and on different contract types should be reviewed by the same standard, though local law may affect what follows from a rating.

How do you give feedback that helps?

Describe what you saw, say what effect it had, and say what you want next. “In March the report was late, which delayed the donor submission. I want to agree a draft date a week earlier.” Name strengths too, with the same detail. End with agreed actions and dates.

What should you keep on record?

Keep the goals, the check-in notes, both self and manager assessments, the final rating, the staff member’s comment and the agreed next steps. Keep the file with restricted access. Where a review points to a performance concern, record the support you offered. If a case becomes disciplinary, see our article on grievance and disciplinary cases. Rules on records and dismissal differ by country, so check yours.

Common mistakes

  • The surprise review. Nothing in the review should be new. Raise issues when they happen.
  • Recency bias. People remember the last six weeks. Keep notes through the year and read them before the meeting.
  • The same score for everyone. If every person is rated “good”, the scale tells you nothing. Ask managers to give examples for each rating.
  • Reviews as a form-filling task. A thirty-minute honest talk beats a ten-page form. Keep the form short.
  • No follow-up. Agree next steps and check on them at the next check-in. If training is promised, put a date on it.

Reviews work better when managers are trained to run them. One short session on setting goals, giving feedback and recording a rating pays back across the team. For staff on short project contracts, run a lighter review at the midpoint and the end, using the same goals and scale as everyone else.

At the end of each cycle, HR can look across the ratings for patterns: teams where everyone scores the same, groups who score lower without a clear reason, or managers who skip reviews. Share what you find with leaders, without naming individuals, and agree a fix. This keeps the process fair over time.

Where EMPOBase fits

EMPOBase has Performance Management in the People & HR module. Talent and development records belong to the staff member, with a manager view by workflow status and HR cycle templates, so you can run one cycle across offices. It does not rate anyone for you or set your scale, so those choices stay with your organization. See the platform page.

Questions people ask

How often should we review performance?

Once a year formally, with a check-in every three to four months. Add a review at the end of probation. Short contracts may need one review at the midpoint.

Should the review decide pay?

Many NGOs keep the two apart, because linking them can make people hide problems. If you link them, say so in policy and apply the same rule to everyone.

What if a manager and staff member disagree on the rating?

Let the staff member write their view into the record, and have the manager's own manager or HR look at it. Keep both views on file.