Feedback on someone’s performance gathered from the people around them, such as peers, reports and stakeholders, not only their manager. It gives a rounder picture, especially for people whose work their manager rarely sees directly.
In HarmoniHRM: Perform suggests reviewers based on who someone actually works with and synthesises the feedback themes into the review.
The process where managers compare and adjust performance ratings across teams so the same performance earns the same rating everywhere. Without it, ratings measure the generosity of the manager rather than the work of the employee.
Mapping out the realistic routes someone could take to grow within a company, including sideways moves as well as promotions. People rarely leave companies where they can clearly see their next two steps.
Helping someone improve by asking questions and guiding their own thinking rather than handing them answers. Managers who coach build capability; managers who only direct build dependency.
A structured definition of the skills and behaviours each role and level requires. It gives hiring, development and progression a shared language, so “ready for promotion” means the same thing in every team.
In HarmoniHRM: Learn tracks named competencies per person and rolls them up into Organo’s skills heat map.
Giving feedback in small, frequent doses close to the moment, instead of saving it up for a formal review. It shrinks the gap between behaviour and course correction, which is where feedback does its actual work.
A concrete plan for how someone will grow: the skills to build, the experiences to seek and the support they will get. It turns “we should develop you” into dated commitments that can be checked.
In HarmoniHRM: Perform links development plans directly to courses in Learn.
An employee judged capable of growing into significantly bigger roles. Identifying them matters for succession and retention, but the label leaks easily, so the process needs as much discipline as the selection.
A measurable value that shows whether a person, team or company is achieving an important objective. Good KPIs are few in number, clearly owned and hard to game; bad ones multiply until nobody looks at any of them.
A relationship in which a more experienced person shares guidance and perspective with a less experienced one. Unlike coaching, mentors typically do give answers, drawn from having been there themselves.
A goal setting method that pairs a clear ambition, the objective, with a few measurable results that prove progress toward it. The discipline is in the key results: if you cannot measure it, it is a hope, not a goal.
In HarmoniHRM: Perform tracks OKRs with weekly progress checks and surfaces at risk goals before the review cycle starts.
A structured plan setting out what someone needs to change, with support and clear measures, over a defined period. Used honestly it is a genuine turnaround tool; used cynically it is paperwork for an exit, and people can tell the difference.
In HarmoniHRM: Employee Management tracks an active PIP as a state on the employee record, and Perform surfaces at risk trajectories from goals, feedback and pulse signals while there is still time to course correct.
The ongoing process of setting expectations, giving feedback and helping people do their best work. Done well it is a weekly habit with an annual summary; done badly it is an annual surprise with no weekly habit.
In HarmoniHRM: Perform connects goals, pulse surveys, feedback and reviews to the real org structure in Employee Management.
A structured assessment of someone’s performance over a period, usually feeding pay, promotion and development decisions. The classic failure mode is reconstructing a whole year from the last month’s memory.
In HarmoniHRM: Perform builds a complete first draft review from goal completion, feedback, pulse data and attendance, so managers refine rather than start blank.
A very short survey run frequently, weekly or monthly, to track how people are doing over time. The value is in the trend line rather than any single answer, which is why short and regular beats long and annual.
In HarmoniHRM: Perform runs two question weekly pulses across eight wellbeing dimensions, with trend lines per person and per team.
The tendency to judge a whole period by its most recent events, a chronic problem in annual reviews. Notes kept throughout the year are the antidote, because memory reliably is not.
In HarmoniHRM: Perform flags recency bias, vague language and gendered phrasing in real time as a review is written.
Acknowledging good work, publicly or privately, formally or informally. It is one of the cheapest and most neglected drivers of engagement, and it works best specific, timely and sincere.
Goals that are Specific, Measurable, Achievable, Relevant and Time bound. The acronym works as a checklist that turns vague intentions into commitments someone can actually be held to.
Identifying and preparing people to step into key roles before those roles become vacant. It converts a resignation from a crisis into a transition, and it tells strong performers there is a path for them.
In HarmoniHRM: Perform review outcomes inform succession candidates shown on the Organo chart.
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