Walk into the conversation with the context you need.
Prepare useful check-ins and reviews with goals, feedback and contributions in context, then agree clear development actions.
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Start with the work, not a blank page.
Review current goals, recent feedback and relevant contributions before the conversation. Identify what changed, what needs discussion and where the employee may need support.
Make the next step specific.
A useful conversation ends with an action someone can take. Agree the owner, the manager’s support and the follow-up date. Keep development close to upcoming work so progress can be practised and discussed.
Bring in the people who saw the contribution.
Ask project leads or functional managers for relevant evidence. Explain their perspective in the review and listen to the employee’s context. AI may help prepare the discussion, but the judgement and relationship remain yours.
Put the ideas into practice.
Your questions, answered.
How do we choose a performance management process?
Start with the decisions and conversations your organisation needs. Define shared expectations, relevant participants and a manageable cadence, then test the process with one team.
Does continuous performance replace the annual review?
Regular check-ins and a formal review can work together. Ongoing conversations keep expectations relevant; a periodic review provides a wider reflection point.
How can we evaluate the platform?
Bring a representative workflow, your reporting relationships and your HR system requirements to a demo. Ask for current evidence on each capability and use the RFP template to record what is confirmed.
Bring out the best
in your people.
See what performance management could look like for your organisation.
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