Design performance management: goal-setting (OKRs/KPIs), review cycles, rating calibration, feedback culture, performance improvement plans (PIPs), and promotion processes. Use when the user asks to build a review system, write OKRs, run calibration, create a PIP, or design promotion criteria.
npx skillsify add performance-management-systemUne note sans citations de preuves est interdite dans le design de revues de cette skill — la calibration est la couche d'intégrité où des sessions entre managers challengent l'asymétrie des distributions et les barres incohérentes avant finalisation. L'architecture va de la fixation d'objectifs (OKRs où ~70 % d'atteinte signifie un stretch bien calibré, KPIs pour les rôles opérationnels) aux check-ins trimestriels légers et revues formelles jusqu'aux conséquences. Son guide des PIP est d'une honnêteté rare : ne l'utilisez que si la récupération est sincèrement visée, jamais comme dossier de licenciement, avec un soutien fourni et des critères de sortie clairs.
---
name: performance-management-system
description: "Design performance management: goal-setting (OKRs/KPIs), review cycles, rating calibration, feedback culture, performance improvement plans (PIPs), and promotion processes. Use when the user asks to build a review system, write OKRs, run calibration, create a PIP, or design promotion criteria."
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# Performance Management System
## Purpose
A complete performance architecture: goals → continuous feedback → reviews → calibration → consequences (reward, development, exit). Aligned with performance-management modules in Frappe HRMS (appraisals, goals, feedback).
## Goal setting
- **OKRs**: 3–5 objectives, 3–4 key results each, measurable and time-bound, ~70% achievement = well-calibrated stretch. Cascade: company → department → team → individual; 60% bottom-up.
- **KPIs** for operational roles: metric, target, frequency, data source, owner.
- Rules: every goal has one owner, a measure, and a deadline. Review goals quarterly; killing a goal is a decision, not a failure.
## Review cycle design
- Cadence: lightweight quarterly check-ins + formal semiannual review.
- Inputs: self-assessment, peer feedback (3–5 reviewers, structured form), manager assessment; upward feedback for managers.
- Rating scale (define anchors, e.g. 5-point): what each rating MEANS in observable behavior. Forbid rating without evidence citations.
- Written format: results vs goals + behavior vs values, both scored.
## Calibration (the integrity layer)
- Managers propose ratings → cross-manager calibration session per level/function.
- Check distribution skew (not forced ranking, but challenge 90% "exceeds"), evidence quality, and consistency of bar across managers and groups.
- Output: finalized ratings, documented rationale for changes.
## Performance Improvement Plan (PIP)
- Use only when recovery is genuinely intended — not as a firing paper trail.
- Structure: specific gaps with evidence → measurable expectations → support provided (training, mentoring, reduced scope) → timeline (30–90 days) → weekly check-ins → clear success/exit criteria.
- HR reviews every PIP for fairness and documentation quality.
## Promotions
- Criteria published per level: promotion = already operating at next level ("lagging" promotion), evidenced by examples.
- Packet: manager nomination, impact evidence, peer validation; committee decision; appeal path.
- Never promote people-managers solely for IC excellence — separate tracks.
## Continuous feedback culture
- Manager 1:1s weekly/biweekly with notes; real-time praise/coaching norms; feedback training for all staff.
## Deliverables
- Cycle calendar + process map
- Goal/OKR templates + quality rubric
- Review forms (self/peer/manager)
- Calibration session guide
- PIP template
- Promotion criteria & packet template
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