Start from the work
A ward, a trading floor and a kitchen have different rhythms. Fit conversations to shifts, terms, rotations and trading peaks, and they will happen.
Performance management, sector by sector.
A law firm appraises against the next grade. A contractor posts forms to site. A bank answers to a regulator. See how each sector runs its review cycle, what gets in the way of finishing it, and the questions HR leaders ask.
Choose your sector
Professional Services
Associate and partner review cycles, chargeable-hours context and progression frameworks for firms of 15 to 200 people.
Performance management in professional services firms
Construction & Property
Site-based and office-based staff in one cycle, competency frameworks per trade and an end to paper forms.
Performance management in construction and property
Technology
OKRs, career ladders, peer feedback and calibration across matrix product teams.
Performance management in technology companies
Banking
Balanced scorecards, conduct evidence and annual certification under SM&CR.
Performance management in banking
Healthcare
Annual appraisal, professional revalidation and clinical supervision on a 24-hour rota.
Performance management in healthcare
Energy
Safety-critical competence, rotation crews and the skills for the energy transition.
Performance management in the energy sector
Media & Agencies
Reviews across studios and offices, freelance and permanent staff in one view, and progression frameworks for creative roles.
Performance management in media, agencies and creative studios
Public Sector
Objectives, values and fair outcomes in central and local government.
Performance management in the public sector
Education
Annual teacher appraisal, the Teachers’ Standards, early career support and support staff.
Performance management in schools
Universities
Development reviews, academic probation and promotion across research, teaching and citizenship.
Performance management in universities
Hospitality
Short check-ins, guest feedback and visible career paths for shift-based teams.
Performance management in hospitality
Retail
Store KPIs, part-time and seasonal teams, peak trading and routes into management.
Performance management in retail
Manufacturing
Shift teams, skills matrices, safety behaviours and continuous improvement.
Performance management in manufacturingDon’t see your sector?
Every organisation has its own rhythm. Bring your process to a conversation and explore the fit with the team.
Talk to the team
How performance management differs by industry
Typical patterns, based on common practice in each sector. Your own policies and agreements come first.
| Sector | Typical rhythm | Who contributes | What shapes it |
|---|---|---|---|
| Professional Services | Annual appraisal, mid-year check-in, feedback per engagement | Counselling partner, engagement leads, moderation by partners | Progression frameworks, utilisation and partner time |
| Construction & Property | Annual appraisal with a note at every project end | Regional or contracts manager, project managers, supervisor | Site access, trade competence and paper forms |
| Technology | Twice-yearly reviews, quarterly OKRs, weekly 1:1s | Engineering manager, tech lead, product partner, peers | Re-organisations, calibration cost and fair promotion |
| Banking | Annual cycle with mid-year review | Line manager, functional head, risk and compliance input | Regulatory evidence and risk-adjusted reward |
| Healthcare | Annual appraisal with supervision every four to eight weeks | Delegated appraiser, professional lead, operational manager | Revalidation, inspection and protected time |
| Energy | Annual review with check-ins each rotation or month | Line manager, shift or offshore supervisor, project lead | Safety-critical competence and transition skills |
| Media & Agencies | Twice-yearly reviews, fortnightly 1:1s, a note per project | Creative or production lead, producers, managing director | Project pace, multi-office consistency and freelance talent |
| Public Sector | April to March with monthly or quarterly check-ins | Line manager, project or matrix lead, moderation panel | Demonstrable fairness and limited pay flexibility |
| Education | Academic-year cycle with termly touchpoints | Appraiser, coach or mentor, SENCO or department lead | Workload, retention and a changing link to pay |
| Universities | Annual development review with termly check-ins | Trained reviewer, head of department, mentor or PI | Academic freedom, REF and TEF, promotion criteria |
| Hospitality | First 90 days, monthly check-ins, light annual review | Head of department, general manager, area manager | Turnover, seasonal peaks and first-time managers |
| Retail | Annual review after peak, quarterly colleague check-ins | Team leader, store manager, area manager | Peak trading, part-time patterns and the management pipeline |
| Manufacturing | Daily team measures, quarterly check-ins, annual review | Team leader, shift manager, engineering lead | Skills flexibility, safety and union agreements |
Different settings. The same three habits.
Ask the people who see the work
The line manager is often not the person who knows most. Supervisors, project leads and professional leads each hold part of the picture.
Gather evidence through the year
A few lines written close to the event are worth more than a form completed from memory. They also serve regulators, inspectors and promotion panels.
Your questions, answered.
Does performance management differ by industry?
The principles are the same everywhere: clear expectations, regular conversations, fair evidence and support to develop. The practice differs. Regulation, shift patterns, professional standards, union agreements and pay structures all shape the cycle, who contributes and what is assessed.
Which industries have regulated appraisal processes?
In the UK, maintained schools in England follow statutory teacher appraisal regulations. Banks must certify certain staff as fit and proper each year under SM&CR. Doctors, nurses and midwives revalidate with their professional regulators. Other sectors set their own processes, often within collective agreements.
Can one platform serve very different staff groups?
It can when forms, stages and participants are configurable for each group, so a store colleague, a lecturer and a finance analyst each follow a process that fits their work. Ask any supplier to demonstrate two contrasting processes from your own organisation.
My industry is not listed. Is New Dynamics still relevant?
Yes. These pages cover a selection of sectors. The platform is designed around configurable workflows and multi-manager relationships, so bring your own process to a demo and explore the fit with the team.
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in your people.
See what performance management could look like for your organisation.
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