> ## Documentation Index
> Fetch the complete documentation index at: https://docs.elevate.help/llms.txt
> Use this file to discover all available pages before exploring further.

# Outcomes

> Why performance drives real change—promotions, salary, equity, PIPs, and exits—and why that matters for a high-performance org.

Performance outcomes must be **tangible and transparent**. The system exists so that [Performance Grades](/framework/performance-grades) directly influence decisions.

## What performance affects

Performance should **directly and transparently** influence:

* **Promotions** — [A-players](/philosophy/high-performance-model#a-players-15-25) and strong [above-bar](/philosophy/high-performance-model#above-bar--average-performers-65-85) performers move up; [underperformers](/philosophy/high-performance-model#underperformers-0-10) do not until they meet the [Talent Bar](/framework/talent-bar)
* **Salary increases** — Tied to [grade](/framework/performance-grades) and trajectory
* **Equity bonuses** — Meaningful for [A-players](/philosophy/high-performance-model#a-players-15-25); scaled or absent for [underperformers](/philosophy/high-performance-model#underperformers-0-10)
* **Exits / performance improvement plans (PIPs)** — Underperformers get a clear path to improve or to transition out

## Why this matters

> If performance does not materially affect outcomes, the organisation will not become high-performance.

The [Talent Philosophy](/philosophy/talent-philosophy) is [A-player](/philosophy/high-performance-model) centric: we retain and promote top talent and exit [underperformers](/philosophy/high-performance-model#underperformers-0-10) quickly. That only works if:

* **[High performers](/philosophy/high-performance-model#a-players-15-25)** see that strong performance leads to promotion, comp, and equity
* **[Above-bar performers](/philosophy/high-performance-model#above-bar--average-performers-65-85)** see a credible path to A-player through development and [outcomes](/process/outcomes)
* **[Underperformers](/philosophy/high-performance-model#underperformers-0-10)** see that low performance leads to PIP, role change, or exit—not to the same rewards as everyone else

## How outcomes are delivered

1. **[Grades](/framework/performance-grades)** are final after [Calibration](/process/calibration) and [leadership](/process/roles-and-ownership#ceo--top-management) approval.
2. [Managers](/process/roles-and-ownership#managers) communicate grades and outcomes in **Step 3** of the [Quarterly Cycle](/process/quarterly-cycle).
3. **HR / comp / talent** teams use [grades](/framework/performance-grades) to implement:
   * Salary and equity changes
   * Promotion and level changes
   * PIPs and exit processes

## Connection to the rest of the system

* **Philosophy** — [Make performance matter](/philosophy/talent-philosophy): incentives and consequences are explicit.
* **Framework** — [Scorecards](/framework/scorecards) and the [Talent Bar](/framework/talent-bar) produce [grades](/framework/performance-grades) that justify these outcomes.
* **Process** — [Roles and ownership](/process/roles-and-ownership) ensure managers deliver feedback and that comp/HR execute on the approved grades.

Outcomes are the link between “we run performance like a system” and “people’s careers and compensation actually change as a result.”