Step 1 — Performance reviews (1–2 weeks)
Owner: Managers Managers complete Scorecards based on observable performance evidence across Skills, Delivery, and Behaviors. Additional input- Other managers and functional leads can provide reviews
- Line managers are responsible for the scorecards that lead to the final grade
- Additional reviews may be collected but should not override the core manager’s accountability
- Completed scorecards per employee
- Evidence-based performance inputs for grade calculation
Step 2 — Grade calculation & calibration (1 week)
Owner: Performance Team Grades are calculated from Scorecards and the Talent Bar. The performance team runs Calibration checks. Calibration checks include- A-player cap — A-players account for no more than ~15–25%. Prevents rating inflation and corrects overly generous managers.
- Missing data / justification — Ensures outcomes are defensible.
- Outliers — Sudden changes, or extraordinarily high or low values.
- CEO and top management review and approve final grades
- Ensures fairness and consistency
- Surfaces areas needing intervention (e.g. consistently underperforming teams)
- Final calibrated grades
- Approved distribution of performance outcomes
Step 3 — Announce results & deliver feedback (1 week)
Owner: Managers Employees receive results (e.g. via email) and discuss them in one-to-one sessions. Outcomes may impact- Career trajectory
- Compensation (salary, equity)
- Promotion decisions
- Performance improvement plans (PIPs)
- Communicated outcomes
- Manager-led feedback loop
- Next steps for development or performance correction
End-to-end flow
- Reviews → Scorecards (evidence, dimensions, comparable across teams).
- Calibration → Grades checked against distribution and bar; leadership sign-off.
- Delivery → Managers communicate; outcomes (comp, promotion, PIP, exit) follow.