HRMS › Workforce
Performance & Talent
Reviews, goals, the nine-box and who could do this job if the holder left.
In HRMS → Workforce · 13 screens
RecordsPerformance CyclesThe period, the rating scale and whether ratings have to fit a distribution.OpenRecordsPerformance ReviewsPerformance and potential are different axes, and conflating them is what makes a nine-box impossible to build later.OpenRecordsGoalsHow a goal is judged has to be agreed before the period rather than argued after it, which is what the measure and target are for.OpenRecordsGoal Check-insWhere each goal stood at each check-in, the owner’s update and the manager’s answer.OpenViewCheck-in StatusEach goal’s check-in clock: the cycle’s cadence, the last check-in, when the next is due, and which are overdue.OpenRecordsDevelopment PlansWhat a person will do to grow: actions with due dates, linked to courses and skills. Activating a plan enrols its courses.OpenRecordsDevelopment ActionsThe steps of each plan: a course (enrolled, and closed when completed), a skill to a level, mentoring, a stretch assignment.OpenRecordsReview WorkflowsThe steps a performance review passes through, per review type or chosen on a cycle: self review, manager review, calibration, approval, acknowledgement.OpenRecordsReview Workflow StepsEach step, in order: what it is, who acts (the employee, their manager, the manager’s manager, or a role) and how many days it has.OpenViewReview HistoryEvery move of every review: who started, submitted, approved, sent back or acknowledged it, and what they said.OpenRecordsTalent ProfilesThe nine-box as its two axes, plus flight risk, mobility and what the person themselves says they want — which is not the same as what has been planned for them.OpenRecordsSuccession PlansA plan is for a POSITION, not for a person — planning succession for a person is how you end up with no plan when they are promoted.OpenRecordsSuccession CandidatesWhether the candidate knows matters: a plan they have been told about and one they have not are different instruments.Open
Columns, fields and actions
| Screen | Kind | What it is | Columns | Fields | Actions |
|---|---|---|---|---|---|
| Performance Cycles | List | The period, the rating scale and whether ratings have to fit a distribution. | 8 | 16 | 1 |
| Performance Reviews | List | Performance and potential are different axes, and conflating them is what makes a nine-box impossible to build later. | 10 | 15 | 4 |
| Goals | List | How a goal is judged has to be agreed before the period rather than argued after it, which is what the measure and target are for. | 11 | 17 | 2 |
| Goal Check-ins | List | Where each goal stood at each check-in, the owner’s update and the manager’s answer. | 8 | 7 | 2 |
| Check-in Status | Read-only list | Each goal’s check-in clock: the cycle’s cadence, the last check-in, when the next is due, and which are overdue. | 10 | 0 | 0 |
| Development Plans | List | What a person will do to grow: actions with due dates, linked to courses and skills. Activating a plan enrols its courses. | 11 | 10 | 1 |
| Development Actions | List | The steps of each plan: a course (enrolled, and closed when completed), a skill to a level, mentoring, a stretch assignment. | 11 | 10 | 1 |
| Review Workflows | List | The steps a performance review passes through, per review type or chosen on a cycle: self review, manager review, calibration, approval, acknowledgement. | 5 | 4 | 0 |
| Review Workflow Steps | List | Each step, in order: what it is, who acts (the employee, their manager, the manager’s manager, or a role) and how many days it has. | 6 | 6 | 0 |
| Review History | Read-only list | Every move of every review: who started, submitted, approved, sent back or acknowledged it, and what they said. | 8 | 0 | 0 |
| Talent Profiles | List | The nine-box as its two axes, plus flight risk, mobility and what the person themselves says they want — which is not the same as what has been planned for them. | 10 | 15 | 0 |
| Succession Plans | List | A plan is for a POSITION, not for a person — planning succession for a person is how you end up with no plan when they are promoted. | 9 | 9 | 0 |
| Succession Candidates | List | Whether the candidate knows matters: a plan they have been told about and one they have not are different instruments. | 7 | 8 | 0 |