Keep goals, notes and reviews through the year, so appraisals rest on evidence.
Performance Management keeps goals, notes and reviews through the year, so an appraisal draws on twelve months and not three weeks. Targets are set in numbers the person can see, feedback is written when it happens, and the review compares the two. The pay rise conversation stops being a negotiation about who asked loudest.
Appraisals in a small company are one afternoon a year. The owner goes by feel, the supervisor speaks for the people they like, and the quiet fitter who never causes trouble gets the smallest rise. Everybody senses this, and nobody says it.
Written through the year, the same judgement rests on something. A missed delivery in August and a customer’s thank-you in November are both on the record when the review opens.
What your team uses today.
The module takes over these, one at a time, so nothing has to stop while it is set up.
- An annual appraisal form on paper
- Notes in a supervisor’s pocket diary
- A pay-rise decision made on a call
The problems this is meant to ease.
What performance management does.
What this looks like in a working week.
Illustrative scenarios, written to show the shape of the work. They are not accounts of client systems.
The people who open this every day.
From first conversation to daily use.
Choose the measures
The owner and supervisors name the numbers that matter in each trade. We write back goal templates by role.
Shape the review form
Keep it short. You pick the questions and ratings, and a form arrives for a sample employee.
Set the calendar
You say when probation and annual reviews fall. A reminder list comes back for each manager.
Test a cycle with managers
Test a cycle. Managers add notes and complete reviews for a small group, and the form is adjusted afterwards.
How you would know it is working.
Record where you stand before it goes live, so the change is measured against your own figures.
- Reviews completed on schedule, by manager
- Goals with a stated measure
- Notes added through the period, by person
- Pay changes with a recorded reason
- Training needs raised from reviews
It is one part of a system, not an island.
A module earns its place by what it passes to the next one. These are the connections we set up most often.
- Employee database
- Payroll management
- Training and development
- Attendance and time tracking
- HR analytics and reporting
How we would put it in.
Questions owners ask about performance management.
What if our supervisors will not fill long forms?
Then the form is wrong, not the supervisor. We cut it to a rating and two lines, in the language they are comfortable writing. A form nobody completes is worse than no form at all.
Can we rate workers on output and not behaviour?
Yes, and for a shop floor that is usually the better way. Pieces produced, rejections, attendance and safety incidents come from records and not from opinion. Behaviour ratings can be dropped if they are not useful to you.
Does the rating decide the pay rise automatically?
Only if you want it to. Most owners prefer the rating to inform the decision and not make it, so the record shows what was given and why.
Is this necessary for twelve people who work side by side?
No. When you see everybody every day, an appraisal system adds paperwork and little else. It starts to matter with branches, with supervisors in between, or when good people leave saying nobody noticed their work.
What changes the cost of performance management?
Staff count, role types and review cycles set the scope. Links to payroll and training add work. Forms in several languages add more. Probation reviews can be quoted as an add-on.
What decides how soon reviews can run on it?
Your goals and forms. At go-live the system holds goals, notes, review forms, probation reviews and pay change records. You supply measures and review questions, and the proposal lists dates.
Businesses that ask for this.
Modules that work with it.
Tell us how you handle performance management today.
A spreadsheet, a register or another system: say which, and we will tell you plainly what is worth changing.
What happens after you share your requirements
- A senior engineer reads your answers. Nobody phones first.
- Within one business day you get a written note: what we understood, what we would start with, and the questions we still have.
- If it fits, a proposal follows with the order of work, what we need from you and what you receive at each step.
- No call is booked and nothing is paid until you have read the note. Your details stay with us.
Start with your requirements
Seven short steps that tell us what you need. A senior engineer reads them before anyone gets in touch.
Share your requirements