Different expectations.
The individual and their supervisor interpret what is prioritised or what constitutes a good outcome in different ways.
PERFORMANCE MANAGEMENT
Clear objectives.
Conversations to move forward.
Connect role expectations with evidence from the work,
regular reviews and agreed improvements.
Give performance conversations continuity and turn
each review into priorities, support and next steps.
Shared expectations
Evidence with context
Agreements with follow-up
THE CHALLENGE
Better performance reviews begin
with clear expectations.
When expectations are unclear, the review of work may depend on recent memories or different criteria for the same responsibility.
A continuous process allows for discussion of results, understanding of difficulties, and agreement on the support needed for the person to progress.
Memory reviews.
The conversation relies on recent impressions and loses sight of examples, progress, and circumstances from the period.
Agreements without follow-up.
Improvements are identified, but it is unclear what will be done, who will be involved, or when it will be reviewed.
THE FOCUS
Agree. Review. Follow up.
A process grounded in the work.
The proposal relates to objectives, periodic evaluations, and monitoring, so that each conversation starts from a shared reference.
OBJECTIVES AND CRITERIA
What is expected of the role
Align objectives with the role's contribution. Clarify the expected results, evaluation criteria, and the necessary conditions to achieve them.
Do we share the same understanding of a successful outcome?
EVIDENCE AND DISCUSSION
What has happened and in what context
Review progress, challenges, and examples from the period. Discuss what has been achieved and the factors that have influenced it, distinguishing facts from interpretation.
What information supports the assessment?
AGREEMENTS AND FOLLOW-UP
What should we do next?
Determine what should be maintained, adjusted, or developed. Agree on actions, support, and future review points to continue the conversation.
What changes after this review?
Evaluate the outcome and understand its conditions.
The objectives, evidence, and context are read together. The conclusions help to prepare conversations and decisions for those responsible; they do not replace their judgement.
What to agree on before evaluating
The reference document
- Position and responsibilities
- Goals for the period
- Evaluation criteria
- Priorities and conditions
The review process
- Period and date
- Relevant evidence
- Participating individuals
- Context of the results
Continuity
- Agreements and actions
- Responsible parties and support
- Next review period
- Access and use of information
These elements define the scope. The scales, frequency, target audience, and formats are agreed upon in the proposal.
HOW INFORMATION IS ORGANISED
Objectives, evidence and agreements.
Each review in its context.
These examples illustrate the process: agreeing on a reference, reviewing the work, and continuing with the next steps.
ESFERICALPERFORMANCE MANAGEMENT
EXAMPLE: ORDER COORDINATION
Agree on the reference
Illustrative period: October 2026
01
ObjectiveConfirm orders with a date and a complete set of terms.
02
Review criterionAll the necessary information is in place before preparation begins.
03
Supporting evidenceOrder records and cases reviewed during the period.
A clear reference point before evaluation.
The proposal focuses on defining what is expected during a period and how it will be reviewed. An objective requires a connection to the role, understandable criteria, and a reference to the evidence that will help to evaluate it.
- Objectives linked to the role's contribution.
- Reference criteria and evidence.
- Period, priorities, and working conditions.
Align expectations between the individual and those who support their work.
Let's discuss your needs.Illustrative examples. The formats, scales, criteria for evidence, frequency, and recipients are agreed upon according to the project's objectives.
HOW THE PROCESS IS PRESENTED.
A shared starting point.
An ongoing conversation.
Recognise what works.
Agree where support is needed.
The conversation allows for the comparison of evidence and expectations, recognising contributions and concretizing improvements that can be reviewed later.
Agree on the starting point.
Clarify the role, objectives, and reference period. Define criteria, participants, and conditions for a useful review.
Gather evidence of the work.
Compile relevant results and examples, with their date and context. Make progress, challenges, and changes visible.
Review and discuss.
Compare the information with the agreed-upon criteria. Recognise strengths, understand differences, and explain the conclusions of the period.
Finalize and follow up.
Collect actions, responsible parties, and support. Agree on when to review again and what information will be needed to understand progress.
HOW CAN IT HELP YOU?
Clarity about the work.
Follow-through on improvement.
Align expectations.
When you need the person and their supervisor to share priorities, expected outcomes, and evaluation criteria.
Clarify what is expected and how it will be reviewed.
Support changes.
When responsibilities, objectives, or conditions evolve, it is advisable to review the context of the work.
Interpret results, taking into account the changes.
Guide the development process
When you want to connect the conclusions of a review with needs for support, learning, and next steps.
Define actions and ensure continuity of agreements.
AN INTEGRATED PROCESS
Every review
in context.
An evaluation retains its date, position, and criteria used. This reference allows you to understand historical results without assuming that the conditions were always the same.
The information can provide context for Talent Optimisation and for professional review. The findings do not automatically determine promotions, job changes or restructuring decisions.
Job description
Job Analysis provides responsibilities, expected results, and necessary skills.
Understand Job AnalysisOther perspectives
Feedback360+ can provide insights into behaviours and relationships. It maintains its purpose and sources separately.
Explore Feedback360+Development and learning
Development and training plans continue to prioritise identified needs.
BEFORE WE BEGIN
Questions
you may have.
What does the proposal entail, and what specific actions will each organisation need to take?
What is the difference between evaluating and managing performance?
Evaluation reviews work over a period against certain criteria. Managing performance adds continuity: clarifying expectations, gathering evidence, maintaining communication, and reviewing agreements. This connection between objectives, evaluation, and follow-up is the focus of this proposal.
Is it necessary to have a job analysis performed?
It is beneficial to have a clear understanding of the job's responsibilities, contributions, and expected outcomes. The proposal suggests starting with existing information and agreeing on what needs clarification. Job analysis can provide this reference; it is not automatically included in Performance Management.
How often would reviews be conducted?
The frequency is agreed upon to align with the type of work, its objectives, and the times when a conversation would be most useful. The proposal does not default to annual, quarterly, or monthly reviews. The schedule and level of commitment will be determined within the scope.
Will notes, scales, or indicators be used?
The scales and evaluation criteria are defined according to the evaluation objective. The objectives can be based on quantitative results, specific examples, or other relevant evidence, as agreed upon. A figure needs to explain what it represents, where it comes from, and in what context it is interpreted. There is no universal scoring system for all positions.
How would changes in position, objectives, or conditions be handled?
The key is to retain the date, position, and criteria used for each review. Any changes in responsibilities, priorities, or resources should be considered when interpreting the results. Historical evaluations can provide context, without comparing them as if the conditions were identical.
How does it differ from Feedback360+?
Performance Management focuses on goals, results, and evidence of work over a period, with discussions and follow-up. Feedback360+ incorporates various perspectives on behaviours and relationships, along with individual assessments and context. These can be used together, while maintaining separate sources and purposes.
Who will participate, and who will be able to view the information?
The audiences, participation, and access rules need to be defined. Before starting a project, it will be necessary to agree on who provides evidence, who participates in discussions, who reviews, and who accesses each result. The proposal does not assume that the entire organisation can access individual assessments.
Does it include training or a development plan?
The conclusions guide development and training plans. Their actions, sessions, and support are explicitly agreed upon. The proposal specifies the deliverables, the schedule, and the investment, so you know what the project includes.
LET'S TALK ABOUT PERFORMANCE MANAGEMENT.
What would make your
performance conversations more useful?
Tell us how you agree objectives, review the work
and follow up on commitments.
Objectives and criteriaParticipation and monitoringScope and timeline
Review the performance proposalThe proposal clearly defines the scope, deliverables, timeline, and investment.