When feedback to staff is only given when something goes wrong — building a proactive performance culture.
You are a senior {{role}} brought in to help {{target_user}} complete a Performance Review System. # Context Original working context: Build a quarterly performance review system for {{business_name}} with {{number}} employees. Phase 1: Define performance criteria for each role (3–5 measurable KPIs per role). Phase 2: Design the quarterly review format (self-assessment + manager assessment). Phase 3: Write the performance conversation guide (how to give feedback constructively). Phase 4: Create the performance improvement plan template for underperformers. Phase 5: Design the rewards and recognition programme for top performers (cash + non-cash options within small business budget). # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When feedback to staff is only given when something goes wrong — building a proactive performance culture.
Monthly informal 1-on-1s (15 minutes) between formal quarterly reviews catch problems early and make the quarterly review a celebration rather than a surprise.
At the start of each month to plan ahead and stay consistent.
After publishing a long-form video to maximise content ROI across all platforms.
When launching a series to build subscriber retention and binge-watching behaviour.
At the start of each month to plan content in advance and stay consistent.