- Remove bias
- Create consistency
- Scale across teams
- Support faster, more defensible decisions
A-player centric
A high-performance organisation is A-player centric (top 15–25%):- Retain and promote top talent
- Exit underperformers as fast as possible
- Focus resources where they generate the most value
Three ingredients for high performance
1. Science, not art
Treat performance like science, not art. The platform supports this with:- Scorecards and checklists (observable statements)
- Consistent scoring and Talent Bar comparison
- Calibration to keep standards consistent
2. CEO-level priority
Performance is a CEO-level priority, not an HR admin process:- A dedicated Performance Team runs the quarterly process
- Leadership reviews and approves final grades
3. Make performance matter
Performance must materially affect outcomes:- Promotions, salary, equity
- PIPs and exits
How the platform reduces bias
People Protocol reduces bias through:- Evidence capture — Connectors reduce reliance on memory and recency; quiet contributors get visibility.
- Standardised dimensions — Delivery, Skills, Behaviors give a complete view; “results-only” distortion is avoided.
- Checklist-based reviews — Checklists prompt managers to evaluate observable statements; less subjective interpretation.
- Calibration — Calibration limits rating inflation, catches outliers, and enforces consistent standards.
How this connects
- High-Performance Model — A-players, above bar, underperformers
- Why Delivery + Skills + Behaviors — Why we measure all three
- Framework — Checklists, Scorecards, Talent Bar
- Process — Quarterly cycle, calibration, outcomes