Performance, role by role

What each person does with goals, reviews, and improvement plans.

I am an employee

I see my goals, and I write my own review.

I see my goals

I see my goals, the target, where they stand, and whether each one is draft, active, completed, or cancelled.

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I write my review

When a review is waiting for me, I write a summary and a score with a comment for each criterion. It then waits for my manager.

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I see my improvement plan

I see my improvement plan, the reason, the dates, and the milestones.

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I am a line manager

A review can name me as the manager.

I see the cycle that names me

I see a review cycle when a review names me as the manager.

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I am HR

I run the goals, the cycles, the reviews, and the improvement plans.

I add a goal

I add a goal for someone, with a title, a description, a target, the current value, a unit, a weight, a due date, and a cycle. I activate it, complete it, or cancel it. I export the list.

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I open a review cycle

I open a cycle with a name in the supported languages, a start and an end, and deadlines for the self-review and the manager review. I assign people, or everyone who is active. I activate it, which creates the reviews, and I close it when it is done. I export the list.

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I write the manager review

I read every review and export the list. I write the manager review with a summary, an overall rating, and a score with a comment for each criterion. I cancel a review that is still waiting.

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I open an improvement plan

I open an improvement plan with a reason, the expected outcome, start and end dates, and milestones. I activate it, mark milestones done, remove a milestone, complete the plan, fail it, or cancel it. I export the list.

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I am the organization admin

I set the rating scale, and I remove drafts.

I set the rating scale

I set the rating scale, from 1 to 10, and I choose whether a self-review is required. When it is off, a new review starts with the manager.

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I delete a draft

I delete a draft goal, a draft cycle, and a draft improvement plan.

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