Performance And Development

Performance and Development covers performance reviews, targets, training, skills, rewards, and succession planning. It helps managers connect employee goals, development actions, and recognition to measurable performance.

The workspace combines several optional packages, not one all-or-nothing feature: HR Performance and Goals covers cycles, reviews, and targets; HR Learning and Development covers training and skills; HR Compensation covers monetary or compensation-linked rewards; and HR Career and Succession covers succession records. Each area can have its own capability and permissions, so one visible tab does not mean every tab or action is available. See Capabilities and Access.

Workspace Reference

Workspace	How Users Reach It	Main Actions
Talent And Benefits Setup	HR -> Setup -> Talent And Benefits Setup	Configure performance cycles, target categories, target cycles, target definitions, and training programs.
Performance And Development	HR -> Operations -> Performance And Development	Use New Review, add targets, training, skills, rewards, and succession records where enabled.
Employee Management	HR -> Operations -> Employee Management	Review employee-specific targets, performance reviews, training, skills, and rewards from the employee detail.

Setup Dependencies

Before performance operations begin, administrators should configure:

• Performance cycles.
• Target categories.
• Target cycles.
• Target definitions.
• Training programs.

Good setup makes reviews consistent and prevents teams from measuring different employees using unrelated criteria.

The Performance Cycle form contains a name, start/end dates, optional year and rating-scale minimum/maximum. The cycle table also shows status, active state and approval state. Confirm the reporting period, dates and rating bounds with HR policy before opening a cycle; a year label alone does not establish which dates are in scope. Target categories, cycles and definitions are maintained in the target-configuration area, separately from the performance review cycle. Training programs are separate learning setup records.

Performance Cycles

A performance cycle defines the review period and status. Common statuses include draft, active/open, closed, completed, or archived depending on the workflow in use.

Create and approve the relevant cycle and target definitions before assigning work. Check the cycle status and effective dates each time a review is created. Do not close or deactivate a cycle while reviews, target progress or employee follow-up are still outstanding. Reopening or changing a cycle after results exist can affect how teams interpret historic scores, so retain the original decision and reason.

Performance Reviews

The current Performance Reviews form creates/edits a review record with an employee, performance cycle, optional reviewer and optional final rating percentage from 0 to 100. The table shows employee, cycle, reviewer, final rating, submission time and a hidden approval-status column. In this form the rating is a score field; it is not a complete multi-section appraisal form. The form does not expose narrative comments, evidence attachments, calibration panels, peer feedback or sign-off fields. Do not claim those functions are available in this screen unless another verified workflow provides them.

Before entering a rating, managers should review target progress and available source information through its owning screens. Keep evidence and formal employee-relations cases in their governed source workflows; a performance rating is not a substitute for a confidential investigation or disciplinary decision. Treat pending and approved records according to their actual approval state. A saved score does not by itself change salary, employment status or payroll.

Important review fields include:

Field	Meaning	User impact
Employee	Person whose review is being recorded.	Must be the intended employee and service scope; it is linked to their HR record.
Performance Cycle	The configured review period.	Select the correct approved cycle and check its dates/status.
Reviewer	Optional employee reviewer.	Identifies who is responsible for the review where supplied.
Final Rating (%)	Optional numeric value, validated from 0 through 100 in the current form.	It is a percentage field, not an automatically calculated target score or pay change.
Submitted At / Approval Status	Returned in the review table; approval state is not a visible table column by default.	Check the authoritative row/approval history when a decision depends on approval.

Review operating procedure

1. Confirm the employee is in the correct HR service and choose the correct review cycle.
2. Review targets and available development information in the appropriate tabs. Do not invent a score from missing or inaccessible source data.
3. Create the review with employee, cycle and reviewer. Add a percentage only when the organization has a defined rubric for converting evidence into that score.
4. Submit it into the configured approval process if required; a created row or success response alone does not prove the review is approved.
5. Re-open the row and confirm employee, cycle, reviewer, rating, submission time and approval state.
6. If the review indicates a salary revision, promotion, training need or reward, create that separate workflow and verify its own approval and effective-date outcome.

Targets

Target assignments connect an employee to a target cycle and target definition. The assignment form requires the employee, cycle, definition and target value; stretch target, weight (default 1) and due date are available. Before saving, check the target's unit, measurement direction and source metadata in setup; the number 10 means very different things as visits, dollars, hours or percentage points.

Progress is recorded as a value with optional date, note and evidence URL. The table displays target, target value, progress percentage and status. Record incremental, dated progress against the target's intended measurement basis. Do not assume an external system has synchronized a metric unless the source and timestamp are visible and checked. A progress entry is evidence of a reported value, not proof of independent verification. Correct an erroneous entry using the supported update/approval path; do not overwrite the target definition to make past values appear to match.

Training

Training programs have a name, type (internal, external, online, on-the-job or conference), description, duration and optional provider. Employee enrollment links one employee to one program and may record start/end dates. The progress form records status (ENROLLED, IN_PROGRESS, COMPLETED, CANCELLED or NO_SHOW), dates, completion date, score, certificate reference, feedback and actual cost.

Use this sequence:

1. Confirm the program and provider in setup; create a program only when an approved equivalent does not already exist.
2. Enroll the intended employee and enter planned dates where known.
3. Update progress from source evidence. Keep ENROLLED distinct from IN_PROGRESS and COMPLETED.
4. Set COMPLETED and completion date only after the course is finished; record certificate reference/score/feedback when available and retain provider evidence through the appropriate document process.
5. Check actual cost against the applicable approval and expense process; a cost field is not proof that the provider invoice was paid.

The current forms manage local records; they do not establish an external learning-platform integration or validate a certificate with its issuer.

Skills

Employee skills are recorded by employee and configured skill, with proficiency (BEGINNER, INTERMEDIATE, ADVANCED, EXPERT), years of experience and assessment notes; the table also shows last-assessed time. Use a consistent assessment basis and review date. A listed skill is not a verified license or credential unless evidence and expiry are separately captured and checked. Update the existing employee-skill record rather than creating duplicate employee/skill pairs.

Rewards

Rewards recognise achievement. Reward types may include monetary rewards, certificates, promotion nominations, time off, gifts, public recognition, or other recognition.

The current reward form records employee, reward type, title, optional description, required award date and optional awarding employee. Monetary value and currency appear only for a MONETARY reward. Use an accurate type: a promotion nomination is not an approved promotion, time-off recognition is not an approved leave request, and monetary recognition is not automatically a payroll earning.

Recording a reward nomination or recognition is not the same as approving a salary change, creating a payroll earning, or paying money. Use the relevant compensation and payroll workflow for any financial consequence, and confirm that the approved effective date, tax treatment and accounting treatment are correct before payment.

Succession

Succession plans connect an approved position to an optional incumbent, plan status, target date and notes. Candidate records connect that plan to an employee and capture readiness, rank and development notes. Maintain a plan for a real critical position, identify the incumbent where relevant, and add only candidates who have been reviewed for the role. Readiness is an assessment at a point in time, not a promise of appointment. Refresh it after training, experience or role requirements change.

Succession records do not automatically promote a candidate, change the position incumbent, or update salary. If an appointment is approved, process a separate promotion/transfer and salary revision using the authorized employee lifecycle workflow; then verify the effective assignment and payroll terms.

Common Mistakes

• Starting reviews before the performance cycle is active.
• Creating targets without clear measurement direction.
• Treating the current rating-only review form as a complete narrative, evidence-backed appraisal or calibration process.
• Treating training enrollment as completion.
• Treating a progress number as independently verified system evidence.
• Giving monetary rewards without checking payroll or approval implications.
• Treating a succession readiness rating as an approved appointment.
• Updating performance outcomes after the cycle has closed without proper control.

Good Practice

Use performance records as a management tool, not only a score sheet. Tie reviews to targets, training, skills, rewards, and succession decisions so the employee record tells a coherent development story.

Related Guides

• Capabilities and Access
• HR Setup
• Lifecycle and Manager Workspaces
• Benefits and Total Rewards
• Payroll
• HR Reporting and Analytics