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What this does

A quarterly review is the one chance every three months to give each team member structured, honest feedback. IMPACT provides the data (KPIs, IPA scores, competency ratings, peer surveys); the manager provides the judgement and the conversation. This article walks through the workflow.

Current access and functionality

• Verified against the current impact-web, impact-client, and impact-marketplace code on 2026-05-07.
• In impact-web, users must be signed in and working in an active workspace. Navigation and write actions are role-, permission-, and entitlement-aware; unavailable modules are hidden or disabled instead of being universally visible.
• Survey and assessment setup is web-first for admins. Respondents can answer assigned surveys in web or mobile when the campaign or instance includes them.
• Performance and people analytics depend on workspace roles and available data. Setup is primarily web-based; staff visibility is limited to their own or permitted team/member views.

Before you start

• You need at least one full quarter of operating data in IMPACT — KPIs tracked, tasks closed, attendance logged. With less than that, the review is mostly conversation; with more, the data starts to do useful work.
• Block ~45 minutes per direct report on your calendar in the quarter's last week.

The four data sources

You don't need all four for every review. KPIs + IPA score is the minimum useful set. 360 surveys are heavy — run them once or twice a year, not quarterly.

Steps

Week -2 (preparation)

1. Pull the quarterly performance pack from Performance → Reports → Quarterly pack → <person>. IMPACT generates a one-page PDF with KPI attainment, IPA trend, competency snapshot.
2. Send the self-review survey. Three open-ended questions: what went well, what didn't, what do you want next quarter. 24-hour deadline; this is not the place to elaborate.
3. Send the peer survey if you're including 360 data. Default IMPACT template asks 3 colleagues anonymously. 5-day deadline.

Week -1 (synthesis)

1. Read the self-review and the peer survey BEFORE looking at the pack. This avoids data confirming a story rather than informing one.
2. Annotate the pack with your own observations from the quarter — moments you remember, decisions they made, blockers you saw.
3. Draft 3 specific items for the conversation:
   • One strength to reinforce (specific behaviour, specific impact).
   • One growth area to develop (specific behaviour, specific change to try).
   • One goal for next quarter that connects to either.

The conversation (45 minutes)

1. Start with the self-review. Ask them to walk you through it in their own words. Listen. This is their meeting too.
2. Share the data calmly. No surprises — the pack should reflect things they already broadly know. If it doesn't, your in-month feedback is too sparse.
3. Hand them the three items. Frame each as a hypothesis, not a verdict. "Here's what I saw — does that match how you experienced it?"
4. Agree the goal. Specific, measurable, time-bound. Capture it in IMPACT under Performance → Goals so it surfaces on their dashboard.
5. End with the future. What support do they need from you next quarter? What career conversation has been waiting to happen?

Week +1 (close-out)

1. File the review note in Performance → <person> → Reviews. Keep it short — 200 words max. The conversation is the artefact; the file is the receipt.
2. Update their KPIs for next quarter if anything shifted.
3. If you committed to do something for them ("get you on the marketing project"), put a task on YOUR list with that promise.

What to remember

• Quarterly reviews don't replace weekly 1-on-1s. If a review surfaces a major problem the person didn't already know about, your weeklies aren't doing their job.
• The data is a starting point, not a verdict. A miss on a KPI might mean poor execution, an unrealistic target, or a market shift. The conversation is where you figure out which.
• Avoid the rating treadmill. Forcing a numeric rating ("3 out of 5") on every dimension every quarter creates pressure to game the metrics. Use ratings sparingly and only where they drive a specific decision.

Common issues

• Issue: KPIs in the pack don't match the person's understanding — Fix: Always reconcile data discrepancies BEFORE the meeting. Walking into a review with disputed numbers wastes the meeting on a debate, not on growth.
• Issue: Peer survey results are vague ("good team player") — Fix: Tighten the survey questions for next quarter. Open-ended ones produce more signal than scaled ones for small teams.
• Issue: Review went 90 minutes — Fix: 90 minutes usually means avoiding the hard topic. Next quarter start with the hard topic in the first 15 minutes.

Related

• Performance management overview
• How to define and track KPIs
• How competency ratings work