Let’s be honest: Most performance reviews feel like a trip to the dentist.
Everyone dreads them, nobody feels great afterwards, and you’re not entirely sure anything has changed.
In Australian workplaces, performance reviews are often treated as a compliance exercise, a box to tick before the financial year wraps up.
But here’s the thing: when done well, a performance review is one of the most powerful tools a manager has.
It builds trust, identifies roadblocks, and if you ask the right questions, it can genuinely transform how your team operates.
The problem isn’t the review process itself. It’s the questions.
Most managers default to generic prompts like “What went well this year?” or “What are your goals for next year?”
These questions are fine, but they rarely produce meaningful conversations. They produce rehearsed answers.
This guide gives you 100 performance review questions for employees that are specific, purposeful, and designed to open real dialogue.
Whether you’re a people manager at a startup in Sydney, an HR professional in Brisbane, or a team lead at a regional business in Perth, these questions are built for Australian workplaces and the people in them.
Why Performance Review Questions Matter More Than You Think
Research consistently shows that employee engagement is directly tied to how well managers communicate.
According to Gallup’s State of the Global Workplace 2023 report, only 23% of employees globally feel engaged at work, and manager quality is the single largest variable in that number.
In Australia specifically, the Australian HR Institute (AHRI) has noted that structured, two-way performance conversations dramatically improve retention rates.
Employees who feel heard during reviews are significantly more likely to stay with their employer for the following 12 months.
The Fair Work Act 2009 also provides a practical reason to document performance conversations properly, particularly in performance improvement processes, disciplinary actions, or terminations.
Asking the right questions and recording the answers protects both the employee and the organisation.
So yes, the questions you ask matter legally, culturally, and commercially.
How to Use These 100 Performance Review Questions
Before diving into the questions, here are a few principles to guide your approach.
- Keep it a conversation, not an interrogation: The best reviews feel collaborative. You’re not evaluating a suspect; you’re talking to a colleague.
- Prepare your employee in advance: Send relevant questions in advance so employees can reflect. Nobody gives their best answers on the spot when they’re nervous.
- Don’t ask every question: Pick 8-12 that are most relevant to the individual, their role, and the current stage of their development.
- Listen more than you talk: A performance review where the manager does 70% of the talking is not a review; it’s a lecture.
- Document what matters: In line with Australian HR best practices, keep records of key points, agreed goals, and any development actions discussed.
Now let’s get into the questions.
The Top 100 Performance Review Questions For Employees [Organised by Category]
Category 1: Opening and Reflection Questions (1-10)
These questions warm up the conversation and give employees a chance to self-assess before you share your own observations.
1. How would you describe your overall performance over the past review period?
2. What are you most proud of achieving in this role over the last 12 months?
3. What moment or project from this period stands out as your best work?
4. If you could go back and handle one situation differently, what would it be?
5. On a scale of 1–10, how satisfied are you with your own performance and why that number?
6. What has been the most challenging part of your role this year?
7. Are there any projects or tasks you felt under-prepared for? What would have helped?
8. How do you think your work has contributed to the team’s overall goals this year?
9. What skills have you developed or strengthened over the past year?
10. What do you think your strongest contribution to the business has been?
Category 2: Goal Setting and Career Development Questions (11-20)
Australian employees, particularly Millennials and Gen Z, consistently rank career development among their top workplace priorities. These questions address that directly.
11. What professional goals are you working toward in the next 12 months?
12. Where do you see yourself in this company in the next two to three years?
13. Is there a role or department within the business you’d love to explore?
14. What skills do you feel you need to develop to reach the next level in your career?
15. Are there any certifications, courses, or training programs you’d like to complete?
16. Do you feel your current role is challenging you enough? If not, what would stretch you?
17. What type of projects or responsibilities would help you grow the most?
18. Is there a mentor or someone in the business you’d like to learn from?
19. What does career progression look like to you, and do you feel it’s achievable here?
20. How can I, as your manager, better support your professional development?
Category 3: Engagement and Motivation Questions (21-30)
According to AHRI’s 2022 Workplace Survey, disengaged employees cost Australian businesses an estimated $3,800 per employee per year in lost productivity.
These questions help you identify disengagement before it becomes a resignation.
21. What aspects of your role do you find most energising and motivating?
22. What parts of your job do you find draining or frustrating?
23. Do you feel a sense of purpose in your work? Can you explain that feeling?
24. What would make you more excited to come to work each day?
25. On a typical week, do you feel your work is meaningful?
26. Do you feel your contributions are recognised appropriately?
27. What does recognition look like for you: public acknowledgement, a private thank-you, or something else?
28. Have you felt engaged with your work over the past few months, or has that fluctuated?
29. What’s one thing we could do as a business that would make you more motivated?
30. Do you feel proud to work for this organisation? Why or why not?
Category 4: Team Dynamics and Collaboration Questions (31-40)
Teams that communicate well outperform teams that don’t, full stop. These questions reveal how an employee experiences the team around them.
31. How would you describe the dynamic within our team now?
32. Are there any team relationships that feel strained or difficult to navigate?
33. Do you feel you can rely on your teammates when you need support?
34. How well do you think the team communicates and shares information?
35. Is there anything about how we work as a team that you’d like to see change?
36. Have there been any conflicts or tensions in the team that haven’t been resolved?
37. Do you feel like a valued and included member of this team?
38. What does a high-functioning team look like to you, and are we close to that?
39. Is there anything your teammates do that makes your job easier, and have you told them?
40. How do you prefer to collaborate, independently with check-ins, or in close daily contact?
Category 5: Communication and Feedback Questions (41-50)
Poor communication is the number one driver of workplace dissatisfaction in Australia, according to surveys by Seek.com.au and Indeed Australia. These questions bring that to the surface.
41. Do you feel you receive enough feedback on your work from the broader team and from me?
42. How do you prefer to receive feedback: written, verbal, or in a formal review setting?
43. Is there feedback you’ve been wanting to share with me but haven’t had the chance to?
44. Do you feel comfortable raising concerns or sharing ideas with me directly?
45. Have you ever felt your opinion wasn’t heard or considered in a team discussion?
46. Is there anything I do as a manager that makes communication harder for you?
47. Do you feel the information you need to do your job well reaches you in a timely way?
48. How comfortable are you giving constructive feedback to your teammates?
49. Is there a better way for us to structure our one-on-one meetings or check-ins?
50. Do you feel I give you clear expectations, or do you sometimes feel unsure of what’s expected?
Category 6: Workplace Culture and Wellbeing Questions (51-60)
Mental health and psychological safety in Australian workplaces are increasingly regulated and monitored, particularly after updates to Work Health and Safety (WHS) laws across states.
These questions open the door to important conversations.
51. How would you describe the culture of this workplace in three words?
52. Do you feel psychologically safe at work, meaning you can take risks and speak up without fear?
53. How is your overall well-being now, both in and outside of work?
54. Do you feel the workload you carry is sustainable long term?
55. Have you experienced any stress or burnout this year that you’d like to discuss?
56. Do you feel supported when you’re going through a difficult period personally or professionally?
57. Does the organisation’s culture align with your personal values?
58. Do you feel comfortable asking for help when you need it?
59. What’s one thing the business could do to better support employee wellbeing?
60. Have you ever felt excluded, overlooked, or treated unfairly at work? How was that handled?
Category 7: Performance and Accountability Questions (61-70)
These are the questions most managers feel comfortable asking, but they’re often too vague. Here’s a sharper version.
61. Which of your KPIs or goals are you most on track with, and which need attention?
62. Are there any targets or goals you set that you feel are no longer relevant or realistic?
63. What has been the biggest obstacle to your performance this year?
64. Is there anything about your role structure or workflow that makes it harder to deliver quality work?
65. Do you have the tools, resources, and access you need to do your job well?
66. How do you manage your workload when things get particularly busy or stressful?
67. Are there any responsibilities in your current role that you feel aren’t the best use of your skills?
68. Have there been times this year when you’ve underperformed, and what do you think caused that?
69. What does success in your role look like to you, and do you think we measure it the right way?
70. Is there anything you wish you could stop doing in your current role to make more room for high-value work?
Category 8: Manager Effectiveness and Relationship Questions (71-80)
This is the category most managers skip and the most valuable one. It takes courage to ask, but the insights are gold.
71. What’s one thing I do as your manager that genuinely helps you?
72. What’s one thing I could do differently that would make your experience better?
73. Do you feel I advocate for you and your interests within the broader organisation?
74. How comfortable are you bringing problems or challenges to me?
75. Do you ever feel micromanaged, or conversely, that you don’t get enough support?
76. Have I ever done something that undermined your confidence or motivation?
77. Do you feel I give you enough autonomy to do your best work?
78. How do you think our working relationship has developed over the past year?
79. Is there anything about my communication or leadership style that doesn’t work for you?
80. What would you need from me to feel fully supported in your role going forward?
Category 9: Innovation, Initiative, and Problem-Solving Questions (81-90)
Engaged employees don’t just show up; they think. These questions reward and encourage proactive thinking.
81. Have you identified any inefficiencies or problems in your work area that you think we should address?
82. Is there a process or system you think the team is doing wrong, and do you have an idea for fixing it?
83. Have you had an idea this year that you didn’t share? What held you back?
84. What would you change about the way we do things if you were in charge?
85. Have you taken any initiative outside your core responsibilities this year?
86. Is there a project or initiative you’d love to lead or be part of in the coming year?
87. Where do you think the biggest opportunities for improvement are in our team or department?
88. Are there industry trends or developments you think we should be paying more attention to?
89. If you had two extra hours a week, what high-value work would you spend them on?
90. What’s one bold idea you’d like to propose for the business in the next quarter?
Category 10: Looking Ahead – Future Focus Questions (91-100)
Strong performance reviews don’t just look back. They lay the groundwork for what comes next.
91. What are your three most important professional priorities for the next six months?
92. Is there anything you’d like to stop doing, start doing, or continue doing in your role?
93. What support, training, or resources would help you deliver your best work next year?
94. What would you like our working relationship to look like in the next 12 months?
95. Are there any goals from this review that you feel need a clear plan and timeline before we finish today?
96. What one thing would make the biggest positive difference to your experience at work next year?
97. Is there anything we haven’t discussed today that you feel is important for me to know?
98. How do you want to grow as a professional, and how can this company help you get there?
99. What does your ideal version of this job look like, and how close are we to that now?
100. If we do another review in 12 months, what do you hope to say has changed?
Tips for Running a Better Performance Review in Australia
Getting the questions right is only half the battle. Here are a few practical tips for Australian managers conducting reviews.
- Schedule properly: Give employees at least one week’s notice and a clear time block, not a rushed 20-minute session squeezed between meetings.
- Create a private, neutral space: Whether in person or via video call, the setting matters. Avoid open-plan areas or distracting environments.
- Be consistent: Use the same structure across your team to reduce unconscious bias. This is particularly important given Australia’s anti-discrimination obligations under the Fair Work Act and Equal Opportunity legislation across states.
- Avoid recency bias: It’s easy to judge performance based on the last four weeks rather than the full review period. Review notes, emails, and project outcomes before the conversation.
- Follow up in writing: After the review, send a brief written summary of what was discussed, agreed goals, and development actions. This protects both parties and ensures accountability.
Final Thoughts
Performance reviews don’t have to be painful.
With the right questions, tone, and preparation, they can be genuinely transformative conversations for the employee, the manager, and the organisation.
The 100 questions in this guide aren’t a script. They’re a toolkit.
Pick the ones that make sense for everyone, adapt them to your context, and use them to start real conversations.
Because at the end of the day, employee engagement isn’t built by strategy decks and culture posters. It’s built one honest conversation at a time.
Frequently Asked Questions (FAQs)
1. What are the best questions to ask in a performance review?
The best performance review questions are open-ended, specific, and two-directional. Rather than asking “Did you meet your goals?”, ask “Which of your goals are you most proud of and what made those possible?” Good questions invite reflection, not just a yes-or-no answer. Questions that explore motivation, development, team dynamics, and manager effectiveness consistently produce the most valuable conversations.
2. How do I make performance reviews more engaging for employees?
To make performance reviews more engaging, involve employees in the process from the start. Share questions in advance so they can prepare. Use a conversational tone rather than a formal interrogation style. Ask about their goals and aspirations, not just their output. Ensure you’re listening at least as much as you’re speaking. Employees who feel heard during reviews are significantly more engaged and more likely to stay with your organisation.
3. How often should performance reviews be conducted in Australia?
Most Australian businesses conduct formal performance reviews annually or biannually. However, many HR professionals and organisations now recommend quarterly check-ins supplemented by a more comprehensive annual review. According to the Australian HR Institute, regular feedback conversations, not just annual reviews, are the most effective way to maintain high employee performance and engagement.
4. What is the purpose of a performance review?
A performance review serves multiple purposes. It provides structured feedback to employees about their performance. It identifies areas for development and sets future goals. It creates an opportunity for employees to raise concerns, ideas, and career aspirations. From a legal standpoint in Australia, it also creates a documented record of performance discussions, which is important under the Fair Work Act when managing underperformance or considering terminations.
5. What questions should a manager ask to identify disengaged employees?
Managers should ask questions that explore meaning, motivation, and the employee’s relationship with their work and the organisation. Questions like “What aspects of your role do you find most draining?”, “Do you feel a sense of purpose in your work?” and “What would make you more excited to come to work each day?” can signal disengagement. The key is to ask without judgment and to follow up genuinely on what you hear.
6. Can performance review questions be asked remotely or via a survey?
Yes, and in fact, many Australian businesses use pre-review surveys to gather employee reflections before the formal conversation. Tools like Culture Amp (an Australian-founded HR tech platform) and Lattice allow managers to send structured review questions digitally. This approach works particularly well for hybrid and remote teams. The survey responses then serve as the foundation for the in-person or video review conversation.
7. What should an employee not say in a performance review?
Employees should avoid being purely reactive or defensive, vague about their accomplishments, or dismissive of feedback. Equally, employees should not stay silent about genuine concerns. This is a professional conversation designed to help both parties. Employees should come prepared with specific examples, honest self-assessments, and clear goals. It’s a dialogue, not a report card.
8. How do performance reviews impact employee retention?
Considerably. Research from Gallup shows that employees who receive meaningful feedback and feel their managers care about their development are far less likely to actively seek other employment. In the Australian context, where skills shortages affect industries from healthcare to construction to technology, retaining experienced employees through strong people management practices has become a genuine business priority. A well-conducted performance review is one of the most cost-effective retention tools a manager has.
9. Are performance reviews legally required in Australia?
Performance reviews are not mandated by Australian law per se, but they are strongly recommended and, in some contexts, practically necessary. The Fair Work Act 2009 requires employers to follow a fair process before taking adverse action, including dismissal. This means documenting performance concerns, providing feedback, and giving employees the opportunity to improve. Without a history of documented performance conversations, disciplinary actions can be successfully challenged at the Fair Work Commission.
10. What’s the difference between a performance review and a performance appraisal?
In Australian workplaces, the terms are often used interchangeably, though some HR professionals draw a distinction. A performance appraisal tends to be more formal and evaluative; a structured assessment of how an employee has performed against set criteria. A performance review is typically broader and more conversational, covering not just past performance but also future goals, development, engagement, and well-being. Most modern HR frameworks recommend combining both elements in a single, holistic conversation.
Disclaimer: The information provided in this blog post is intended for general informational and educational purposes only. While every effort has been made to ensure the accuracy and reliability of the content, it does not constitute legal, HR, or professional advice.
