What to include in a performance review: focus on strengths and goals for growth

What should be included in a performance review?

• A. Only weaknesses of the employee
• B. Employee strengths and goals
• C. The number of breaks taken
• D. How often the employee is late

Answer: (B)

In a performance review, it is essential to include employee strengths and goals because this approach provides a balanced view of the employee's performance. Highlighting strengths helps to acknowledge and reinforce positive contributions, motivating the employee and fostering a positive work environment. Moreover, discussing goals is crucial as it sets a clear path for professional development and improvement. This forward-looking aspect encourages growth and aligns the employee's aspirations with the organization's objectives, ultimately driving overall performance enhancements. In contrast, focusing solely on weaknesses would not provide a comprehensive assessment of an employee's performance. Similarly, tracking specific metrics like the number of breaks taken or punctuality can be important in certain contexts, but they do not encompass the broader evaluation of an employee's contributions, competencies, and future potential. Thus, a well-rounded performance review should aim to empower the employee through recognition and goal-setting, rather than merely assessing shortcomings or administrative details.

The right stuff in a performance review: strengths and goals that actually move the needle

Let’s be honest: when people hear “performance review,” they picture a long list of things to fix. The moment you see a chart with every tiny slip, you might feel defensive, or you might drift off thinking about yesterday’s shift. But here’s the truth that matters on the floor of a Jersey Mike’s: a great review isn’t the guilt trip you dread. It’s a clear, fair map that highlights what’s going well and where someone wants to go next. It’s the stuff that makes the team stronger, the guests happier, and the store hum smoother.

The core idea: strengths and goals, not solely weaknesses

So, what should a performance review include? The best answer is B: employee strengths and goals. Why? Because a balanced view gives real motivation. Pointing out strengths validates what a teammate already does well, which boosts confidence and engagement. Then, pairing that with goals gives a forward path—something concrete to aim for. It’s less about “fixing” someone and more about helping them grow into a more capable, confident contributor.

Contrast this with focusing only on weaknesses (option A). That approach can feel punitive and one-dimensional. It can erode trust and push people to disengage rather than step up. Similarly, nitty-gritty metrics like the number of breaks or lateness (options C and D) may matter in certain contexts, but they don’t capture the full picture of a person’s contributions, skills, and potential for growth. A well-rounded review looks beyond the clock and the counts; it looks at impact, teamwork, and the path ahead.

Strengths: spotting the bright spots that matter on the floor

Strengths aren’t vague vibes; they’re observable actions that move the store forward. In a Jersey Mike’s environment, a few practical strengths often show up:

• Guest rapport: greeting guests, remembering preferences, and turning a quick line into a friendly moment.

• Teamwork: stepping up during lunch rushes, helping teammates finish tickets quickly without losing quality.

• Precision and consistency: following sandwich-building standards, keeping correct portions, and maintaining food safety with visible pride.

• Reliability: showing up ready, staying focused, and keeping the line moving even when the store gets busy.

• Problem-solving under pressure: smoothing over a mix-up with a guest and fixing it without blame.

When you name these strengths in a review, you’re not just flattering someone; you’re giving them a map of what to lean into. The next time they face a tough rush, they’ll recall, “I’m good at keeping guests happy under pressure.” That clarity is empowering.

Goals: turning strengths into a path forward

Goals give purpose to the strengths and a target to aim for. In a retail-restaurant setting like Jersey Mike’s, goals should feel specific, reachable, and aligned with the store’s needs. Think of goals as a collaboration between the employee and the store—partners designing the plan.

• Specific: “Improve accuracy of sandwich prep to 98% on all builds for the next 6 weeks.”

• Measurable: Use the standard inventory, order accuracy, and guest feedback scores as signals.

• Achievable: Set a stretch that’s within the person’s control, not a shot in the dark.

• Relevant: Tie the goal to customer experience, speed, and product quality.

• Time-bound: Give a clear window to review progress.

A concrete example: if a crew member consistently wins smiles from guests but sometimes stalls during peak moments, the goal could be: “Lead a five-minute store-wide relay during rush hours to keep lines moving, while maintaining order accuracy.” That’s a goal, not a dream.

A note on feedback structure: behavior, impact, and future potential

Beyond listing strengths and setting goals, a good review shifts between observation, impact, and potential. This keeps the conversation practical and motivating.

• Behavior: describe what was observed—“you consistently greet guests within 15 seconds and maintain a clean workstation.”

• Impact: explain why it matters—“that quick greeting lowers guest wait time and boosts satisfaction scores.”

• Future potential: discuss where the person could grow—“you’ve shown leadership in coordinating teammates during busy shifts; with a bit more coaching, you could mentor newer crew members.”

This trio of elements makes the review feel like a collaboration rather than a lecture. It also helps the employee see themselves not as a fixed performer but as someone who can evolve with support.

How to present the review on the floor: a practical, human approach

Delivery matters as much as content. Here’s a straightforward way to make the conversation constructive and human:

• Set a good time: choose a calm moment, not right after a rush or a service hiccup.

• Lead with appreciation: “You’ve got a real knack for making guests feel welcome.”

• Present strengths first: be specific about what they do well.

• Introduce goals with collaboration: “Here’s a path we can walk together; what feels doable to you?”

• Invite input: ask open-ended questions like, “What tools or support would help you hit this goal?”

• End with a plan: agree on a short-term action and a date to revisit.

Keep it practical, not perfect. If there’s a misstep, frame it as a learning moment rather than a verdict. For instance, “We hit a snag with a double-order mix-up last week; we can tighten our labeling process and double-check at the line.” It’s honest, actionable, and solvable.

A simple template you can borrow

If you’re building a routine for a Jersey Mike’s team, try this lightweight template during quarterly check-ins:

1. Start with a genuine acknowledgment of what’s going well.

2. Name two or three concrete strengths, with quick examples.

3. Introduce one or two development goals that feel within reach and tie to store goals.

4. Solicit the employee’s perspective and adjust the plan if needed.

5. Agree on a simple, time-bound action and a follow-up date.

This keeps the conversation friendly and focused, while still giving leadership the clarity they need to manage the roster effectively.

A real-world flavor from the floor

Picture Mia, a shift supervisor, talking with Jonah, a crew member who’s been part of the team for six months. Mia starts with, “Jonah, I’ve noticed you’ve got a natural warmth with guests. Your line is smoother when you’re coordinating with the grill and the register at the same time.” Jonah smiles; the wings of defensiveness soften. Then Mia adds, “Let’s set a goal for the next month: you’ll lead the team during two peak shifts per week, coaching a newer teammate through the prep steps and ensuring tickets stay accurate.” Jonah nods, asks a clarifying question about how to track progress, and they plan to touch base weekly for quick check-ins. No theatrics, just a plan that respects Jonah’s strengths and gives him a clear route to grow.

Why this approach serves the business as a whole

When reviews emphasize strengths and goals, stores gain several practical benefits:

• Guest experience improves because confident, well-supported teammates deliver consistent service.

• Training becomes more targeted. Leaders can pair up mentorship with the specific development needs identified in reviews.

• Retention rises. People feel seen and challenged in productive ways, not just evaluated.

• Team morale strengthens. Clear, fair feedback creates trust and a shared language about growth.

The flavor of a Jersey Mike’s development track

If your workplace uses a structured growth path—something we might call Phase 3 for a leadership track—you can map the same ideas onto that framework. Use the same language of strengths and goals, just at a level appropriate for a more senior role. The goal remains the same: cultivate capable teammates who contribute to a positive guest experience and a smoothly run store.

Bringing it home

A performance review, at its best, is not a one-and-done event. It’s a conversation that reinforces what’s working and spells out a straightforward journey toward better performance. The middle ground between praise and goal-setting is where momentum lives.

• Lead with strengths so people feel seen and capable.

• Set clear, achievable goals that move the store forward.

• Keep the tone human, practical, and forward-looking.

• Use real examples from daily work to ground the discussion.

• Close with a concrete plan and a check-in date.

If you’re a manager or a teammate who sometimes takes on this conversation, try starting tomorrow with a simple, balanced format. You’ll likely notice two things: people respond better, and your store runs more smoothly as a result. And that’s the kind of improvement that sticks—quiet, consistent, and undeniably real.

If you’re building a review framework for your Jersey Mike’s team, take what works here and adapt it to your store’s rhythms. The point isn’t to score big on a form; it’s to invest in people who invest in your guests. That’s the kind of growth that tastes good—every shift, every day.