A useful performance review gives a professional-services employee three things: a clear view of how their work is going, a chance to discuss what is getting in the way, and a short set of priorities for the next period. For a growing accounting, advisory or consulting firm, the process also needs to fit around client deadlines.
You do not need a long scoring form to start. You need an owner, relevant examples, a conversation and a reliable way to follow up. Here is a practical structure for firms building a repeatable review process.
Start with the role, not a generic scorecard
Review the work you actually expect the person to do. A graduate, client manager and practice administrator contribute in different ways. Giving everyone the same revenue target can hide the work that keeps the firm running.
Choose a small number of expectations for each role. For example:
- Quality: the accuracy of work and the level of review it needs.
- Client service: clear updates, reliable handovers and appropriate escalation.
- Delivery: meeting agreed deadlines and raising capacity problems early.
- Team contribution: sharing knowledge and supporting colleagues.
- Development: the skills or judgement the employee is working towards.
Use examples relevant to the employee’s responsibilities and experience. If the role has changed, update the position description and discuss the new expectations before assessing the person against them.
Give the review a clear owner and timetable
Decide who gathers feedback, who runs the conversation and who follows up. In firms where employees work across several partners or managers, choose one person to bring that feedback together. Otherwise, employees can receive conflicting messages or wait for a review that everyone assumes someone else is organising.
Schedule reviews around your operating calendar. A quarterly conversation may suit some teams; others need a different rhythm. Put the next check-in in the diary when you agree the actions, rather than leaving it until the next annual cycle.
Use a simple preparation sheet
Ask the employee and manager to prepare short notes against the same prompts. This suggested agenda can be adapted to your firm:
- Progress: What went well, and which examples show it?
- Challenges: What made the work harder than expected?
- Role clarity: Are priorities, responsibilities and decision-making limits clear?
- Support: What coaching, resources or workload changes would help?
- Next period: What are the two or three most useful actions?
Separate observation from interpretation. “Three files needed corrections to the same calculation” is more useful than “needs a better attitude”. Leave room for the employee’s explanation and record any points you see differently.
Make the follow-through smaller and more specific
For each agreed action, record the next step, who owns it and a review date. Include the manager’s commitments too. A training goal needs a trainer or resource; a workload concern needs someone to review priorities.
For example, a development action could be: “Prepare the first draft of the next client update using the agreed checklist; the manager will review it with the employee before it is sent.” This is an illustrative action, not a client result. It gives both people something concrete to return to.
Keep routine reviews and formal performance concerns clear
A development review should not be the first time an employee hears about a significant concern. The Fair Work Ombudsman’s performance guide recommends clear expectations, regular feedback and support. Where underperformance needs a formal response, check the applicable employment terms and your policies, explain the concerns and give the employee an opportunity to respond. Get advice on the circumstances before taking disciplinary action.
Common questions from firm owners
Can we start without HR software?
Yes. An agreed document and a calendar can support a basic process. Keep records securely, make the current version easy for the right people to find, and limit access to those who need it. Software is useful when it supports the process you have agreed.
What if we already have an HR professional?
CCG’s HR Team Extension can provide capacity and advice alongside your internal HR team. We agree who owns each part of the work.
Can you help us set this up as a project?
Yes. We can scope a defined project covering the review documents, responsibilities, manager preparation and rollout. Ongoing outsourced support is also available where you need someone to coordinate the process over time.
Build a review process your managers can use
CCG supports growing businesses, typically with 10–150 employees. Our professional-services HR page includes an anonymous example of coordinating a firm’s performance-review process. You can also explore our performance management support.
Tell us what you want your review process to achieve, or call (08) 8151 0833. We will agree the scope and fee before work begins.