The year-end review often decides rating, bonus and promotion. Reviewers want to see results against the goals that were set, the evidence behind them, and judgement about what comes next. The common failures are a year-long activity list, results with no numbers, and lessons that are really excuses. This skill builds a review around outcomes and evidence.
Not quite this? Use
year-in-reviewwhen you want a personal reflection on the year, not a formal performance review for an employer.
Write the output in Simplified Chinese unless asked otherwise. For a self-review in English, see self-review.
What This Skill Produces
- The full review (work report or year-end summary)
- A one-page summary for the review meeting or a performance review presentation
- A data appendix: each claimed result with its source
- Likely questions from the manager or committee, with suggested answers
Required Inputs
Ask for these if not provided:
- The year's goals: OKR, KPI or the commitments set at the start
- What was achieved, with numbers and sources where possible
- Projects the person led or contributed to, and their role
- Setbacks, and what was learnt
- The format: written document, presentation (work report PPT), or the company's form
- The level and the rating scale, if known
Framework
- I. Annual Overview: three lines. The year's main contribution, in results.
- II. Goal Completion Status: each goal, the target, the actual result, the completion rate, and evidence. Missed goals are shown with the reason.
- III. Key Projects and Highlights: the two or three things that mattered most. For each: background, what the person did, result, impact on the team or business (STAR).
- IV. Capability Growth: one or two specific skills, each with an example.
- V. Shortcomings and Reflections: one or two real lessons, each with what will change. Not a disguised strength.
- VI. Next Year's Plan: goals for next year, aligned with the team's direction, with how they will be measured.
- VII. Support Needed: resources or development asked for.
Rules:
- Separate "I" (the individual) from "we" (the team). Both are fine; reviewers need to know which is which.
- Every result has a number or a concrete artefact.
- Keep the written review to two or three pages; the presentation to six to eight slides.
Output Format
[Year] Year-End Summary / performance review report: [Name], [Position]
[sections I to VII as above]
Appendix: One-Page Summary(for the performance review meeting)
Appendix: Data Sources | Result | Data | Source |
Appendix: Possible Questions | Question | Suggested Key Points for Answer |
Quality Checks
- Every goal from the start of the year appears, met or not
- Every result has a number or artefact, and a source
- The "Shortcomings and Reflections" section contains a real lesson and a change, not a hidden boast
- Personal contribution is distinguished from the team's
- No result was invented or rounded up
Anti-Patterns
- A chronological rundown of the whole year. A month-by-month diary buries the results.
- Leaving out missed goals. The reviewer has the list; omission looks worse than explanation.
- Empty reflection ("I'm too much of a perfectionist").
- Claiming the team's results as personal. Committees ask follow-up questions.
Example Trigger Phrases
- "Help me write this year's year-end summary; here is my OKR completion status."
- "I have a performance review next week; help me prepare a performance review report and PPT outline."
- "Write a half-year performance self-assessment."
- "Write my year-end review in Chinese."