Your Coworker's First Performance Review

The task

Your coworker Priya joined a logistics company in Winnipeg six months ago. Next week she has her first performance review with her manager, and she is nervous because she does not know what to expect. Advise Priya on how she can get ready for the meeting and what she should do during it.

• Read the task, prepare during the preparation time, then speak aloud for the speaking time.
• This is an original practice question written in a CELPIP-style format. It is not a real test question.
• The CLB level of each model answer was reviewed by a TESOL-certified instructor. It is not an official CELPIP score. This practice material is not affiliated with or endorsed by Paragon Testing Enterprises.
• CELPIP is a registered trademark of Paragon Testing Enterprises. This site is not affiliated with Paragon Testing Enterprises.

Preparation

30 seconds

Speaking time

90 seconds

Question

1 of 10

Oh Priya, don't be so nervous. Everybody feel like this before the first review, me too. So my advice, before the meeting you should make a list, a list of what you did since you started. Like the new scanning system, you helped a lot with that. And you trained the two new guys. Your manager is busy, maybe he don't remember everything. Bring the list. In the meeting, just listen. If he say something negative, it's okay, don't argue with him. You can ask, how I can do better? That's a good question. Oh, and also think what you can improve, because he will ask you, probably. And training, you can ask about training for next year, so he sees you are interested for the job. The night before, sleep early. I think it will be fine, you work very hard, everybody knows. Okay, good luck!

Why this answer works

• Covers before and during the meeting with real examples, but the order wanders: self-improvement comes back as an afterthought ("Oh, and also think what you can improve") and most ideas are joined only by "and".
• Everyday words with varied slips ("Everybody feel", "maybe he don't remember", "interested for") and a restart ("make a list, a list of"), which slow the listener but never hide the meaning, typical of a CLB 7.
• Talks to Priya directly, but the ending ("Okay, good luck!") is short and general.

Hi Priya. I heard your review is next week, and I know you're nervous. I felt the same before my first one, so here are a few simple things that helped me. First, prepare a short list of your main accomplishments since you started. For example, you helped introduce the new scanning process, and that saved the team a lot of time. Your manager might not remember every detail, so bring the list with you. Second, think about one or two areas you could improve. If you mention them yourself, it shows you're serious about your job. During the meeting, try to listen more than you talk. If your manager says something you don't agree with, stay calm and ask for a specific example. That way you understand the feedback instead of feeling attacked. At the end, ask what your goals should be for the next six months. It shows you want to grow with the company. You've worked really hard, so I'm sure it'll go well. Let me know how it goes, okay?

Why this answer works

• A simple, clear plan: before the meeting, during it, and a question for the end.
• One well-chosen example ("you helped introduce the new scanning process") supports the main tip.
• Plain, accurate language with a reason for most tips ("it shows you're serious about your job"), which lifts it clearly above CLB 7.

Honestly, Priya, the most useful thing you can do is walk in with your own agenda instead of waiting to be judged. People usually prepare in one of two ways. Some rehearse answers to every criticism they can imagine, and others just bring evidence of what they've delivered. Go with the evidence. Write down three wins, with numbers if you've got them, like how many more orders a shift your team clears now compared with March. Numbers are hard to argue with, and your manager probably has to justify raises to someone above them anyway. Now, you might think raising a weakness yourself is risky. It isn't, as long as you pair it with a plan. Something like, I'm still slow on the customs paperwork, so I've asked Sam to walk me through it. That turns criticism into a progress report. And if the conversation does go sideways, don't defend yourself on the spot. Say you'd like a day to think it over, then follow up by email. Bottom line, it's a planning meeting that happens to have your name on it.

Why this answer works

• Leads with one clear recommendation ("walk in with your own agenda"), then compares two ways of preparing and says which one wins ("Go with the evidence").
• Answers the obvious objection ("you might think raising a weakness yourself is risky") and gives a fallback for a meeting that "does go sideways".
• Precise, natural phrasing ("pair it with a plan", "a progress report", "on the spot") and a memorable closing line instead of a stock sign-off.