> ## 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.

# Quarterly Cycle

> The three stages of the quarterly performance process—reviews, grade calculation and calibration, and announcement and feedback—with owners and outputs.

The quarterly performance process is split into **three stages**. Each has a clear owner, inputs, and outputs.

***

## Step 1 — Performance reviews (1–2 weeks)

**Owner: [Managers](/process/roles-and-ownership#managers)**

Managers complete [Scorecards](/framework/scorecards) based on observable performance evidence across [Skills](/framework/performance-dimensions#skills), [Delivery](/framework/performance-dimensions#delivery), and [Behaviors](/framework/performance-dimensions#behaviors).

**Additional input**

* Other managers and functional leads can provide reviews
* **Line managers are responsible** for the [scorecards](/framework/scorecards) that lead to the final [grade](/framework/performance-grades)
* Additional reviews may be collected but should not override the core manager’s accountability

**Output**

* Completed [scorecards](/framework/scorecards) per employee
* [Evidence](/platform/connectors-and-evidence)-based performance inputs for [grade](/framework/performance-grades) calculation

***

## Step 2 — Grade calculation & calibration (1 week)

**Owner: [Performance Team](/process/roles-and-ownership#performance-team)**

Grades are calculated from [Scorecards](/framework/scorecards) and the [Talent Bar](/framework/talent-bar). The performance team runs [Calibration](/process/calibration) checks.

**Calibration checks include**

* **A-player cap** — [A-players](/philosophy/high-performance-model#a-players-15-25) account for no more than \~15–25%. Prevents rating inflation and corrects overly generous [managers](/process/roles-and-ownership#managers).
* **Missing data / justification** — Ensures outcomes are defensible.
* **Outliers** — Sudden changes, or extraordinarily high or low values.

**[Leadership](/process/roles-and-ownership#ceo--top-management) review**

* CEO and top management review and approve final [grades](/framework/performance-grades)
* Ensures fairness and consistency
* Surfaces areas needing intervention (e.g. consistently underperforming teams)

**Output**

* Final calibrated grades
* Approved distribution of performance outcomes

***

## Step 3 — Announce results & deliver feedback (1 week)

**Owner: [Managers](/process/roles-and-ownership#managers)**

Employees receive results (e.g. via email) and discuss them in one-to-one sessions.

**Outcomes may impact**

* Career trajectory
* [Compensation](/process/outcomes) (salary, equity)
* [Promotion](/process/outcomes) decisions
* [Performance improvement plans (PIPs)](/process/outcomes)

**Output**

* Communicated outcomes
* Manager-led feedback loop
* Next steps for development or performance correction

***

## End-to-end flow

1. **Reviews** → [Scorecards](/framework/scorecards) ([evidence](/platform/connectors-and-evidence), [dimensions](/framework/performance-dimensions), comparable across teams).
2. **[Calibration](/process/calibration)** → [Grades](/framework/performance-grades) checked against distribution and [bar](/framework/talent-bar); [leadership](/process/roles-and-ownership#ceo--top-management) sign-off.
3. **Delivery** → [Managers](/process/roles-and-ownership#managers) communicate; [outcomes](/process/outcomes) (comp, promotion, PIP, exit) follow.

For who does what in each step, see [Roles and ownership](/process/roles-and-ownership). For what changes as a result, see [Outcomes](/process/outcomes).