Why PDRs Matter, and Why They Are Failing Us

Let’s be honest: Performance Development Reviews (PDRs) don’t have the best reputation. For many people, the phrase alone conjures images of awkward meetings, rushed feedback, and vague goals scribbled into a form minutes before the deadline. Managers dread them. Employees endure them. And most walk away wondering what the point was.

But it doesn’t have to be that way. When done correctly, PDRs can be powerful. They can inspire growth, create clarity, and build genuine momentum in someone’s career. So why are so many of them falling flat?

What a PDR is Supposed to Be

At its core, a PDR is simply a conversation – a focused one – between a manager and their team member. It’s a chance to pause, reflect, and talk openly about:

• What is going well?
• What has been challenging?
• Where does the individual want to go?
• And how can the organisation can help them get there?

Why PDRs Still Matter (Now More Than Ever!)

In today’s fast-paced, always-on world, carving out time for meaningful reflection is rare – and valuable. A well-run PDR can:

• Re-energise your people by connecting daily work with bigger goals
• Surface untapped talent and development needs
• Build stronger manager-employee relationships
• Support retention, because when people feel heard and invested in, they are more likely to stay

And yet… only 14% of employees strongly agree their performance reviews inspire improvement (Gallup). That’s a pretty strong sign we are doing it wrong.

So…What is Going Wrong?

1. They feel like a formality – Too often, reviews become something managers “get through” rather than invest in. That attitude shows – and employees notice.

2. They focus too much on the past – Yes, it is important to reflect. But if the entire conversation revolves around what someone did instead of where they’re going, it can feel like a dead end.

3. They happen once a year (if that) – A one-off meeting in a 12-month period is not sufficient. People need ongoing feedback and real-time recognition, not annual check-ins.

4. They zero in on weaknesses – A review that fixates on what’s “wrong” – without celebrating what is working – can be demoralising. Growth comes from building on strengths, not just patching up gaps.

What does a meaningful PDR actually look like in practice?

Imagine this: You sit down with someone on your team – phones off, laptops closed. You have both prepared in advance. You start by asking them to reflect: What are you proud of this year? What felt like progress? What didn’t go as planned? Then you share your perspective – not as a judge, but as a coach.

You set clear, achievable goals together. You talk about skills they want to build and opportunities you see for them. You ask about their longer-term career hopes – and explore how the company can support that journey. And most importantly, you leave the conversation with energy. There is a roadmap, a direction, and a mutual sense of purpose!

The Fix: Make PDRs Continuous and Human

PDRs do not work when they are impersonal, infrequent, or overly focused on checkboxes. They work when they are part of a broader culture of feedback and growth.

Here’s how to bring them to life:

• Make time – real time. Not a rushed 15 minutes between meetings. Block space, and give it your full attention.
• Make it a dialogue. Encourage self-assessment. Invite honesty. Share your own reflections too.
• Make it regular. Do not wait a year. Build in quarterly or 4-month reviews. Even informal check-ins can go a long way.
• Make it balanced. Celebrate strengths as much as you discuss development areas. People want to grow, not just “fix” things.
• Make it actionable. Set goals that are clear and trackable – not vague aspirations that get lost in the shuffle

If you would like to discuss how Hopkins Legal Consulting can help with the ideas brought up in this blog, or other law firm management help. Submit our online enquiry form, or give us a call.