Make every working relationship count.
Represent project, functional and dotted-line relationships in multi-manager performance reviews with clear accountability.
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The reporting line is only part of the story.
An employee can belong to a function, deliver through a project and support a regional team. Each relationship reveals a different part of the contribution. A review process should make those perspectives available without losing accountability.
Define what each reviewer contributes.
Assign questions that match the work each person observed. Agree whether and how contributions are weighted. Preserve source context and discuss differences rather than averaging them away.
One considered conversation.
Name the manager responsible for bringing the review together. Explain access to reviewer input and how it informs the assessment. End with an integrated development plan that each relevant manager can support.
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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