Performance reviews are more than administrative exercises in the competitive and fast-evolving pharmaceutical industry. They are essential leadership tools that shape behavior, guide development, and drive business results. For pharma managers, knowing how to conduct effective, fair, and forward-thinking reviews is key to building high-performing teams and sustaining long-term success.
According to a Gallup report, only 14% of employees strongly agree that their performance reviews inspire them to improve. This statistic is even more concerning in pharmaceutical sales, where the pressure is high and coaching is critical.
Pharma managers must learn to transform annual reviews into meaningful conversations that reinforce goals, align performance with strategy, and support accountability and growth. The goal is not to assess what has happened. Instead, performance reviews should provide a clear picture of how employees can grow, contribute more effectively, and prepare for future roles within the organization.
Begin With the End in Mind
Traditionally, the role of pharma sales representatives has been face-to-face interactions with healthcare pEffective reviews begin long before the official sit-down. Pharma managers must always begin with the end in mind. Every rep on the team is, in effect, on a performance improvement or development plan, even if they are top performers.
This mindset encourages managers to guide each team member toward a higher version of themselves. Rather than focusing solely on past achievements, great performance reviews look ahead. Managers should ask:
- Where do I see this person at the end of the year?
- What skills or experiences do they need to gain?
This future-focused orientation creates a more dynamic conversation and a stronger connection to long-term business and career goals.
A study from the Center for Creative Leadership found that leaders who proactively manage the development of their teams experience stronger employee engagement and increased retention. Pharma managers who apply this principle will see not only better review outcomes but more consistent field execution and talent mobility.
Craft Strong Field Coaching Reports (FCRs)
One of the most underutilized tools in the performance review process is the Field Coaching Report (FCR). Rather than treating it as a checklist, pharma managers should use it to document real-time behaviors, track trends, and craft a narrative over the year.
A well-written FCR contains specific, observable behaviors. It tells the story of what happened, what the rep did, and how it influenced outcomes. When these reports are consistent and focused, they provide a storyline that reflects not only performance but professional growth.
If all FCRs from the year were laid out side by side, a clear trajectory should emerge. A manager should be able to identify whether a rep is
- A high performer (A)
- A solid contributor (B)
- Someone needing significant support (C)
This story-based approach supports transparency and removes subjectivity from the final rating. Pharma managers who write quality FCRs are not just managing. They are mentoring and documenting development over time.
Build a Complete Picture of Performance
Numbers alone do not paint the full picture of an employee’s contribution. That is why it is recommended that managers keep a performance folder for each representative throughout the year. This folder can include emails from colleagues or clients, internal feedback, notes from ride-alongs, and documentation of certifications or training.
These items, while informal, offer a holistic understanding of a rep’s performance. They also reduce over-reliance on short-term outcomes or one-off situations. A rep may have missed a target but excelled in new product launches, maintained high compliance, or built strong relationships with difficult clients.
Pharma managers who round out the review with qualitative data can make more informed decisions and have more credible discussions with HR and senior leadership.
Apply the S.E.E.R. Writing Models
A helpful framework to improve clarity and consistency in reviews is the S.E.E.R. technique. It stands for: Summarize, Elaborate, Example, and Restate. This approach ensures that performance reviews are grounded in specific behaviors and their impacts.
Summarize the key behavior or result
Elaborate with specific examples or data
Explain why it mattered to the business or team
Restate the expectation or opportunity for growth
This structure keeps the review professional, detailed, and free of vague or generic language. It also reinforces clarity and supports documentation best practices.
A sample S.E.E.R. entry could be: “Amy effectively improved her formulary access conversations. For example, she successfully repositioned our product with a large hospital group by highlighting recent study data. This resulted in a trial agreement. She is encouraged to continue leveraging data and should consider mentoring her peers in clinical messaging.”
Pharma managers who use this model create actionable and performance-driven reviews.
Beware of Biases in Assessment
Bias is one of the greatest threats to the credibility of performance reviews. Even the most experienced pharma managers are not immune. Common rating biases include:
- Halo Effect: A single positive trait influences all ratings
- Horn Effect: One issue leads to an unfairly low rating across the board
- Central Tendency: All employees receive average ratings to avoid hard conversations
- Recency Bias: Recent performance outweighs achievements earlier in the year
Pharma managers should use data and documentation to support all assessments and mitigate bias. It is also helpful to calibrate ratings across the team by reviewing outcomes and comments with fellow managers or HR.
Handle Low Performers With Intention
Every team will have struggling individuals, but how pharma managers handle them makes a difference. A performance review should not be the first time someone hears they’re underperforming. Start with identifying whether the gap is due to skill, motivation, or other factors.
Have coaching conversations early and often. Set clear expectations and timelines for improvement, and document each step. Offer resources: Refresher training, shadowing top reps, or even personalized coaching. Always assume positive intent, but also hold accountability.
When low performers see that their manager is invested in their improvement, it creates a healthier culture. If improvement doesn’t happen, the performance review serves as a fair reflection of the efforts made.
Leverage the Mid-Year Check-In
Mid-year reviews are more than a checkpoint; they are a strategic opportunity for course correction.
For pharma managers, this is the ideal moment to reconnect on goals, recognize achievements, and address barriers.
Some questions to ask during mid-year reviews include:
- “What’s been your proudest achievement so far?”
- “Where do you feel stuck?”
- “What can I do to better support your success?”
- “Are your personal goals aligned with our team’s objectives?”
These discussions can prevent disengagement, boost morale, and ensure that employees know their manager is paying attention.
Mid-year reviews also prepare both parties for a smoother year-end evaluation. If handled with intention, they become springboards for continued growth and success.
No Surprises in Final Reviews
A well-run performance review should never surprise the employee. By the time the official meeting happens, the rep should already have a strong sense of their standing. This can be accomplished by holding regular check-ins, conducting mid-year reviews, and openly discussing performance benchmarks.
If an employee is being considered for a promotion, the criteria and expectations should be discussed in advance. If they are at risk of falling short, they should already know what support and expectations are in place. Clarity throughout the year leads to stronger accountability, better morale, and a more engaged sales force.
Pharma managers who create a no-surprise culture establish trust, which ultimately improves performance and retention.
Performance reviews are not just about metrics—they’re about people. When conducted with preparation, empathy, and structure, they become one of the most valuable tools for developing high-performing teams. Pharma Managers who invest in this process build trust, motivate individuals, and drive better business results.
Want to learn more about how you can lead your team through this transformation? Contact us today to discover actionable strategies that drive success, strengthen accountability, and shape the future of pharma sales leadership.