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Anchor the review to the real role, then score goals and competencies against clear, defined expectations — so a "3" means the same thing for every manager, and the rating holds up in any calibration meeting.
Capture the responsibilities and KPIs this person is actually measured on.
Score delivery against defined 1/3/5 expectations, not a vague feeling.
Rate the behaviours behind the results on the same anchored scale.
Goals and competencies combine into one defensible rating.
The core things they own. e.g. "Run monthly payroll for 200+ staff"
The numbers or outcomes that define good. e.g. "Zero payroll errors per cycle"
Goals and competencies, combined into one defensible rating.
Reviews shouldn't live in scattered spreadsheets. Gallery HR runs goals, competencies and half-year cycles in one place — with role profiles, history and calibration built in.
See Gallery HR performance