Written performance evaluations for software developers in 2025?
In a modern working world where feedback culture and continuous development are paramount, traditional written performance reviews often seem like a relic from the past –, especially in the IT industry. Personal performance reviews, in which managers and employees can talk openly and directly about performance, goals and development, are usually far more effective.
Nevertheless, many HR departments still require a written performance evaluation – whether for internal documentation, salary decisions or promotion programs.
If you are confronted with this requirement as a manager and there is no predefined template available, it is important to be both precise and diplomatic in your wording.
A performance evaluation should not only provide an overview of the employee's performance, but also serve as a basis for their further development. Here you will find guidelines and a template on how to write such an evaluation for software developers and software engineers.
Why written assessments alone are not enough for software developers
Performance evaluations that only take place on paper and do not represent a real performance review have a number of weaknesses:
- They are rarely interactive and promote little dialog.
- The focus is often more on documentation than on employee development.
- Without an accompanying conversation, they can seem impersonal or even demotivating.
The ideal solution: Use the written evaluation as a supplement to a detailed, personal one-on-one feedback meeting – or even a regular discussion and feedback format (e.g. bi-weekly one-on-one meetings). In such appraisal interviews, you can meet the official requirements and at the same time create real added value for the employee.
For criticism of annual performance appraisals compared to regular one-on-one meetings, see also: "Performance management of the future" by Forbes
Instead of a rigid performance appraisal, managers should seek a continuous dialog with employees in 1:1 meetings. This is much more effective for further development and improving performance:
At this point, I would like to point out that there is of course also software for coaching software engineers in 1-to-1 meetings. Whether it's performance, soft or hard skills, regular good conversations usually accelerate employee development on several levels.
Our one-on-one meeting software offers you various templates and forms for employee meetings with DevOps software engineers and even makes employee development measurable. Take a look at our tool and try out the following template:
No small talk, no awkward pauses. 🥱 This 1:1 template simply always works.
- What achievement are you proud of that I may not have noticed?
- What small change would immediately improve your work?
- What would you like to take more time for at work?
...
If you want to get a better feel for what other templates are available in our software, this blog article can help you: 5 templates for regular employee check-ins.
Principles for successful written performance assessment
The main users of written performance evaluations are usually HR departments. They want to enrich their documentation on the development of employees, create a basis for personnel decisions and, if necessary, identify areas for training and further education offers.
You should keep this in mind and take the following points into account when formulating written performance assessments:
- Maintain objectivity: Describe concrete observations, not assumptions or interpretations.
- Find a balance: Show both strengths and development potential.
- Use diplomatic language: Points of criticism should be formulated in a constructive and solution-oriented way
- Build in future orientation: Give clear suggestions on how the employee can develop.
Now let's move on to a template for your performance evaluation, which is basically based on the template for 1-to-1 interviews that are often conducted in the IT industry, for example, but also goes beyond that.
By the way, there is another article in our blog if you are interested in detailed templates for various one-to-one meetings (e.g. weekly, annual, 1-1 with difficult employees...): 15 proven 1-1 meeting templates to edit (free).
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
Template for a performance evaluation for software developers (including sample formulations)
The first part of our template is, of course, an introduction.
1. Introduction: Setting the context
Start with a short introduction in which you describe the framework of the assessment:
- What time period is evaluated?
- What goals or areas of responsibility are you referring to? What specific projects has the employee implemented during this time?
- Why is the evaluation carried out?
Example feedback formulation:
"This performance review covers Marc's work as a backend developer from January to June 2024 and focuses on the aspects of code quality, teamwork and ownership, which were defined as key development areas in our last feedback meeting."
2. Emphasize strengths
In the next step of our template, we recommend emphasizing positive aspects or strengths.
Describe the positive aspects of the employee's performance as precisely as possible. Be specific and give examples. The strengths described here can give the HR department an insight into the areas in which Marc could take on more responsibility in the future.
Example feedback formulation:
"Marc has proven in recent months that he can quickly familiarize himself with new technologies. His commitment to the introduction of the new API structure was particularly impressive. His commitment in this area played a key role in ensuring that the implementation was completed on time. He also regularly helps to successfully familiarize and train new employees on technical topics in the shortest possible time."
3. Identify areas for improvement
Of course, a template also includes identifying potential for improvement.
So address challenges and weaknesses, but always in a solution-oriented way. Don't forget that the wording in this written performance appraisal also allows conclusions to be drawn about you as a manager for software engineers and software developers.
Example of a good formulation of negative feedback:
"There were delays in some projects, especially when fixing bugs in the last version, which could have been avoided through better prioritization. As a manager, I am currently helping Marc to take on fewer parallel tasks in future in order to complete issues more consistently and more quickly."
Example of poor wording of negative feedback:
"In some projects, especially when fixing bugs in the last version, there were delays that could have been avoided with better prioritization. This has happened so often that I don't know if Marc will ever improve here."
In the example with the poor wording, you are demonstrating a "fixed mindset" and as a manager you are not taking any responsibility or initiative to improve the situation (Read more: Fixed vs. growth mindset).
4. Define development opportunities and measures
Next, our template suggests the following: Conclude the evaluation with clear suggestions on how the employee can move forward.
Example feedback formulation:
"To further increase effectiveness, the following measures have been agreed with Marc:
- Take on a maximum of two parallel topics per sprint.
- Calendar blocker for QA feedback and code reviews
I am convinced that these measures will help Marc to build on his strengths and become even more reliable in his communication."
5. Conclusion: positive outlook
We recommend that performance appraisal templates should nevertheless include a positive, encouraging outlook. At best, it is explicitly emotional and makes you want to develop further. Let me give you an example.
Example feedback formulation:
"Marc has great potential to become an even stronger driver in our team. I am looking forward to accompanying him on this path and am sure that he will successfully implement the planned measures."
By the way: If you are a manager of software developers, the following article with further information might be of interest to you: 6 Examples of feedback to software developers.
Template for a performance review: Leading through questions
I would also like to give you a specific template for a one-to-one conversation that focuses on your employee's performance. It works according to the principle of "leading by asking questions".
Together you reflect on the employee's current performance. This can be a very good basis for a later official report.
Self-reflection of the employee (7 min)
How would you rate your own performance over the last few months?
What have been your greatest successes during this time?
Where do you see potential for improvement?
Which of your skills contribute most to the success of the team and the company?
Are there certain projects or tasks where you felt particularly strong?
What positive feedback have you received from colleagues or customers?
Are there any areas where you feel insecure or need support?
Where do you see obstacles that slow you down in your work?
What could we do together to overcome these challenges?
What skills would you like to develop over the next few months?
Are there any technologies or methods that you would like to deepen?
How can I best support you as a manager?
Mood check
- "I am very satisfied with my current performance."
- "In the last few weeks, I have often been able to use my #Strengths at work."
This is what this survey looks like in Echometer:
If you would like to have a constructive conversation instead of a performance review, I can recommend the following template.
It identifies 8 typical "time wasters" in software teams. The basic idea is simple: reflect together with your employee on which of these aspects is the biggest time waster. Where is there potential for improvement?
One-on-One Call Template: Echometer Software
- Take a look at the areas listed here. Where do you think both you and your team have the greatest potential for improvement?
Source: Echometer 1:1 Meeting Software
4 tips for written performance evaluation for software engineers
With these 4 tips, both your employee and you as a manager will shine in the written performance evaluation:
- If possible, agree the wording with your software engineer in advance.
- Prioritize the personal interview over the written performance appraisal.
- The "customer" of a written performance appraisal is the HR department. So discuss with your colleagues in HR what their requirements are and how you can make the written performance appraisal valuable for them.
- Include the development areas and measures from the performance evaluation in your one-on-one meetings with the developer. You should make continuous progress here. This not only reflects well on the developer, but also on you as a manager.
- In theory, regular written employee reports can also help you with your performance appraisal. However, you should be careful with this. You can find out more about this and about employee reports in general in this blog post with 5 templates.
Conclusion - Performance appraisal software developer
Writing a performance review for software developers may seem challenging at first, but with the right structure and approach, it becomes a valuable opportunity to nurture talent and improve results. A good performance review should not only consider technical skills and project successes, but also include aspects such as teamwork, problem-solving ability and willingness to learn.
The template presented and the tips in this article provide you with guidance on how to create a differentiated and constructive assessment. Remember to be specific, transparent and solution-oriented – and to acknowledge both strengths and potential.
Ultimately, a performance review – used correctly – is more than just an administrative process. It's a crucial tool to support the development of your software developers, increase engagement and take the performance of your entire team to the next level. If it's not enough for you, I can only repeat myself: regular one-to-one meetings are much better for developing software developers.
And if you like hacks that make your life easier, I recommend our 1-to-1 meeting software Echometer. You can try it out completely free of charge.
It offers you various templates for employee appraisals with software developers and even makes employee development measurable. Take a look at our tool and try out the following template:
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I often don't know whether I was too hard – or too soft – in my 1:1s to make a positive impact."
"I like this employee, but he's underperforming. How can I address this in 1:1s?""
"I can’t identify patterns or trends across my 1:1s. Everything feels isolated."
