The essentials
- Write the decisions and outcomes the process supports before choosing a form.
- Keep each stage tied to a clear responsibility.
- Consider a late response, a manager change and an employee who joins mid-cycle.
Define the purpose
Write the decisions and outcomes the process supports before choosing a form.
- State the process purpose and scope.
- Identify the teams and roles involved.
- Define the cycle and key dates.
- Name the process owner.
Design the stages
Keep each stage tied to a clear responsibility. Make exceptions visible so HR does not have to manage them from memory.
- Define employee reflection and preparation.
- Identify project or peer input.
- Schedule manager preparation and discussion.
- Define calibration or approval where needed.
- Record development actions and follow-up.
Specify rules and communication
Consider a late response, a manager change and an employee who joins mid-cycle. Define how each case should move through the process.
- Assign participants to each stage.
- Define required and optional questions.
- Set reminders and escalation ownership.
- Document access and approval rules.
- Explain the process to employees before launch.
Review the cycle
Ask whether the process led to clearer expectations and useful follow-up. Completion is one signal, not the full result.
- Check where participants needed help.
- Identify duplicate or unused questions.
- Review follow-through on development actions.
- Record changes for the next cycle.
Explore custom workflows and the continuous performance playbook.
Turn the guidance into your next conversation.
Choose one action from this template, agree who owns it and set a date to review what changed. To explore how your process could work in New Dynamics, bring your current workflow to a demonstration.
