An annual review should not be a polite chat that ends with nothing changing. Done properly, it is a chance to show your progress, understand how the practice sees you and agree what happens next.
The mistake many candidates make is turning up with a feeling rather than evidence. If you want better responsibility, pay, mentoring, flexibility or progression, you need to make it easy for the other person to understand your case.
Watch: future of work and career expectations
This related discussion helps frame annual reviews as part of a bigger conversation about work, flexibility, progression and what people need from practice.
Listen: related Architecture Social podcast
The podcast adds useful context on workplace expectations, career planning and how architecture work is changing.
You can also open the Architecture Social podcast page for this episode.
Start with evidence
Write down what changed over the last 12 months. Do not just list projects. Explain what you did, what improved and what you learned.
- Projects: which stages, sectors and responsibilities did you cover?
- Delivery: did you hit deadlines, solve coordination problems or reduce rework?
- Software: did you improve Revit, Rhino, Enscape, BIM coordination or presentation skills?
- Teamwork: did you support juniors, communicate with consultants or help the wider team?
- Commercial value: did you help a project move faster, improve quality or support a client relationship?
Decide what you want before the meeting
A review is much stronger when you know your ask. You do not need to be aggressive, but you should be clear. You might want a pay review, a clearer path to Part III, exposure to later project stages, more client contact, a mentor or a route into a different sector.
Questions worth asking
- What do you think I have done well this year?
- What would make me more useful to the practice over the next six months?
- Which project stage or responsibility should I aim to build next?
- What would I need to demonstrate to be considered for a salary increase or promotion?
- Is there a project where I can take on more ownership?
If you want to discuss salary
Do not walk in with only a number. Bring the evidence first. Show the responsibilities you have taken on, how your role has changed, the value you add and any relevant market context. Keep it calm and professional.
If salary is the main issue, read our guide on how to ask for a pay rise in architecture before the meeting.
Common mistakes
- Waiting for your manager to remember everything you did.
- Only talking about what you want, without showing what you have contributed.
- Treating feedback as a personal attack instead of useful data.
- Leaving the meeting without agreed next steps.
- Threatening to leave when you have not actually decided what you want.
Architecture Social view
Stephen’s recruiter view is simple: good reviews create clarity. If your practice is supportive, the review helps you move forward. If nothing changes after a fair conversation, that is useful information too.
Simple preparation template
- Three things I delivered this year.
- Two skills I improved.
- One responsibility I want next.
- One piece of feedback I want from my manager.
- One clear ask, such as salary, mentoring, project exposure or progression.
After the review, write down what was agreed and when you will revisit it. If the conversation confirms you need a move, browse architecture jobs or speak to Architecture Social about your next step.
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