Performance
Evaluation
—
Professional
Goals
1.
Skills
Inventory
Thirty
-
four
skills
grouped
into
six
domains
.
Rate
each
one
as
developing
,
proficient
,
or
expert
at
the
start
of
the
cycle
and
again
at
the
close
.
The
two
skills
you
intend
to
move
are
the
ones
worth
writing
goals
against
.
CORE
FU NCTIONAL
SKIL L S
TECHNICAL
&
TOOL
SKIL L S
COMMU NICATION
&
INFL U ENCE
L EADERSHIP
&
COL L ABORATION
Domain
expertise
—
depth
in
your
primary
discipline
;
can
answer
the
"
why
"
behind
the
"
how
".
Process
ownership
—
designs
,
documents
,
and
improves
the
workflow
you
are
accountable
for
.
Prioritization
—
consistently
lands
the
highest
-
impact
work
first
when
everything
is
urgent
.
Stakeholder
management
—
maps
decision
-
makers
,
keeps
them
informed
before
they
ask
.
Project
execution
—
scopes
,
sequences
,
and
ships
without
needing
escalation
to
unblock
.
Problem
framing
—
states
the
real
problem
precisely
enough
that
the
solution
becomes
obvious
.
Data
literacy
—
reads
,
validates
,
and
constructively
challenges
the
numbers
in
a
report
.
Tooling
proficiency
—
expert
-
level
command
of
the
two
or
three
tools
central
to
the
role
.
Automation
—
converts
recurring
manual
work
into
a
repeatable
script
,
template
,
or
workflow
.
Documentation
—
writes
process
notes
a
new
hire
could
follow
without
asking
a
question
.
Quality
assurance
—
catches
errors
before
they
reach
a
customer
,
auditor
,
or
reviewer
.
Written
clarity
—
emails
,
specs
,
and
updates
that
generate
no
clarifying
follow
-
up
.
Executive
summary
—
one
paragraph
covering
status
,
risk
,
and
the
ask
.
Active
listening
—
restates
another
person
'
s
position
accurately
before
responding
to
it
.
Persuasion
—
changes
a
decision
using
evidence
and
framing
,
not
volume
or
seniority
.
Presentation
—
delivers
to
a
room
of
five
or
fifty
without
losing
the
through
-
line
.
Feedback
—
gives
specific
,
timely
,
behaviour
-
based
feedback
instead
of
vague
encouragement
.
Delegation
—
hands
off
outcomes
with
clear
guardrails
rather
than
individual
tasks
.
Coaching
—
develops
one
direct
report
or
peer
measurably
each
cycle
.
Cross
-
functional
partnership
—
builds
working
trust
with
design
,
sales
,
finance
,
and
engineering
.
Conflict
resolution
—
resolves
disagreement
directly
without
escalating
to
management
.
Decision
-
making
—
decides
with
seventy
per
cent
of
the
information
and
records
the
trade
-
off
.
Recognition
—
credits
teammates
publicly
and
specifically
enough
to
be
meaningful
.
2 / 10
STRATEGIC
&
BU SINESS
ACU MEN
PERSONAL
EFFECTIVENESS
Customer
insight
—
articulates
what
the
customer
actually
needs
,
in
the
customer
'
s
own
words
.
Commercial
awareness
—
understands
how
the
work
converts
into
revenue
,
retention
,
or
savings
.
Market
context
—
tracks
the
two
or
three
competitors
that
genuinely
matter
.
Risk
assessment
—
names
the
failure
mode
before
it
happens
,
with
a
mitigation
attached
.
Resource
judgment
—
knows
when
to
stop
a
project
that
is
not
working
.
Reliability
—
meets
commitments
,
or
renegotiates
them
before
the
deadline
passes
.
Adaptability
—
absorbs
a
change
in
scope
or
priority
without
a
drop
in
quality
.
Focus
—
protects
deep
work
time
inside
a
meeting
-
heavy
calendar
.
Resilience
—
recovers
from
a
setback
within
a
week
,
with
an
adjusted
plan
attached
.
Growth
mindset
—
actively
requests
critical
feedback
and
visibly
acts
on
it
.
Integrity
—
surfaces
bad
news
early
,
accurately
,
and
without
being
asked
.
3 / 10
2.
Professional
Goals
Thirty
goals
organised
into
six
categories
.
Each
goal
states
what
will
be
done
,
the
measure
that
will
be
used
to
judge
it
,
and
the
target
that
counts
as
met
.
Rewrite
the
numeric
targets
to
match
your
own
baseline
before
submitting
—
a
goal
without
your
real
baseline
is
a
wish
,
not
a
commitment
.
Performance
&
Delivery
A
Reduce
cycle
time
on
the
work
I
own
.
MEAS URE
Median
elapsed
time
from
assignment
to
delivered
output
across
my
ten
largest
deliverables
.
TARG ET
20%
reduction
against
the
prior
-
year
baseline
(12
working
days
to
9).
1
Land
every
committed
quarterly
objective
.
MEAS URE
Quarterly
objective
completion
rate
,
tracked
against
the
agreed
key
results
.
TARG ET
90%
or
more
of
committed
key
results
at
or
above
target
;
no
more
than
one
deferral
per
quarter
.
2
Cut
unplanned
and
reactive
work
to
a
controlled
share
of
capacity
.
MEAS URE
Logged
hours
against
planned
work
versus
interrupt
-
driven
work
.
TARG ET
Reactive
work
at
or
below
15%
of
monthly
capacity
by
the
end
of
Q
3.
3
Deliver
one
flagship
cross
-
team
initiative
end
to
end
.
MEAS URE
Ship
date
versus
committed
date
,
and
final
scope
versus
agreed
scope
.
TARG ET
One
initiative
launched
on
or
before
the
committed
date
with
no
scope
expansion
after
sign
-
off
.
4
Reduce
the
team
'
s
dependency
on
me
for
routine
decisions
.
MEAS URE
Number
of
approval
or
sign
-
off
requests
routed
to
me
per
week
.
TARG ET
50%
reduction
by
year
end
,
achieved
through
written
standards
and
delegated
authority
.
5
4 / 10
Quality
&
Craft
B
Reduce
rework
and
returned
deliverables
.
MEAS URE
Share
of
deliverables
sent
back
for
correction
or
re
-
approval
.
TARG ET
Below
5%
per
quarter
,
against
a
baseline
recorded
in
Q
1
and
reported
monthly
.
6
Raise
the
documentation
standard
for
everything
I
own
.
MEAS URE
Coverage
of
owned
processes
in
the
team
knowledge
base
.
TARG ET
100%
of
recurring
processes
documented
with
an
owner
,
a
step
list
,
and
a
last
-
reviewed
date
.
7
Eliminate
the
top
three
recurring
errors
in
my
area
.
MEAS URE
Root
-
cause
log
entries
per
error
category
,
per
quarter
.
TARG ET
Each
of
the
top
three
resolved
at
source
,
with
no
repeat
occurrence
for
two
consecutive
quarters
.
8
Establish
a
peer
review
loop
before
release
.
MEAS URE
Proportion
of
high
-
visibility
deliverables
reviewed
by
a
peer
before
they
leave
the
team
.
TARG ET
80%
peer
-
reviewed
by
end
of
Q
2,
maintained
for
the
remainder
of
the
cycle
.
9
Improve
accuracy
in
all
customer
-
visible
output
.
MEAS URE
Material
error
rate
in
reports
,
invoices
,
and
external
communications
I
produce
.
TARG ET
Zero
material
errors
per
quarter
,
verified
by
a
monthly
spot
-
check
.
10
5 / 10
Collaboration
&
Communication
C
Replace
recurring
status
meetings
with
a
written
update
.
MEAS URE
Number
of
internal
status
meetings
I
attend
per
month
.
TARG ET
Two
recurring
status
meetings
retired
and
replaced
by
a
weekly
written
update
read
by
all
stakeholders
.
11
Cut
response
latency
on
stakeholder
requests
.
MEAS URE
Median
first
-
response
time
on
direct
requests
during
working
hours
.
TARG ET
Median
under
four
hours
; 100%
acknowledged
within
one
business
day
.
12
Build
one
new
cross
-
functional
working
relationship
per
quarter
.
MEAS URE
Named
partners
outside
my
immediate
team
who
can
be
called
on
directly
for
help
.
TARG ET
Three
new
working
relationships
,
each
evidenced
by
a
completed
collaboration
.
13
Deliver
a
monthly
written
and
verbal
readout
to
leadership
.
MEAS URE
Readouts
delivered
,
and
whether
the
written
summary
preceded
the
session
.
TARG ET
One
ten
-
minute
readout
per
month
,
with
a
one
-
page
summary
circulated
24
hours
in
advance
.
14
Give
structured
feedback
to
every
close
collaborator
.
MEAS URE
Number
of
logged
,
behaviour
-
based
feedback
conversations
.
TARG ET
At
least
one
specific
piece
of
feedback
to
each
close
collaborator
per
half
-
year
.
15
6 / 10
Leadership
&
Development
D
Mentor
one
junior
team
member
through
a
full
delivery
cycle
.
MEAS URE
The
mentee
'
s
own
goal
completion
and
independence
rating
.
TARG ET
Mentee
independently
owns
and
delivers
one
workstream
end
to
end
by
the
close
of
the
cycle
.
16
Delegate
three
recurring
responsibilities
permanently
.
MEAS URE
Responsibilities
transferred
with
written
documentation
and
a
named
owner
.
TARG ET
Three
handovers
each
running
successfully
for
30
consecutive
days
without
my
intervention
.
17
Run
one
team
-
level
improvement
initiative
.
MEAS URE
The
problem
addressed
and
the
adoption
rate
of
the
change
.
TARG ET
70%
or
greater
voluntary
adoption
within
60
days
of
rollout
,
with
a
measured
before
/
after
effect
.
18
Contribute
meaningfully
to
hiring
or
onboarding
.
MEAS URE
Structured
interviews
conducted
,
or
onboarding
artefacts
produced
.
TARG ET
Twelve
or
more
structured
interviews
,
or
a
rewritten
onboarding
guide
that
reduces
ramp
time
by
two
weeks
.
19
Present
at
one
company
-
wide
or
external
forum
.
MEAS URE
Session
delivered
and
the
audience
it
reached
.
TARG ET
One
talk
,
demo
,
or
published
piece
shared
beyond
my
immediate
team
,
with
material
submitted
for
review
first
.
20
7 / 10
Business
&
Customer
Impact
E
Tie
my
work
to
one
measurable
business
outcome
.
MEAS URE
The
named
metric
the
work
moves
—
revenue
,
retention
,
cost
,
or
cycle
time
.
TARG ET
One
metric
improved
by
a
documented
amount
,
with
attribution
agreed
in
writing
with
my
manager
.
21
Reduce
the
cost
or
effort
of
a
process
I
own
.
MEAS URE
Hours
or
pounds
per
unit
of
output
for
the
process
in
question
.
TARG ET
15%
reduction
in
effort
per
transaction
or
cost
to
serve
by
the
end
of
the
cycle
.
22
Convert
customer
insight
into
a
shipped
change
.
MEAS URE
Customer
insights
surfaced
by
me
that
result
in
a
released
product
or
process
change
.
TARG ET
At
least
two
changes
shipped
directly
from
feedback
I
collected
and
documented
.
23
Improve
a
customer
or
internal
partner
satisfaction
measure
.
MEAS URE
CSAT
,
NPS
,
or
internal
partner
satisfaction
score
for
my
area
of
responsibility
.
TARG ET
Five
-
point
improvement
over
the
prior
cycle
,
measured
on
the
same
instrument
.
24
Reduce
one
key
risk
in
my
area
of
responsibility
.
MEAS URE
Severity
rating
of
the
named
entry
on
the
team
risk
register
.
TARG ET
One
high
-
severity
risk
reduced
to
low
,
with
a
documented
control
in
place
.
25
8 / 10
Growth
&
Learning
F
Close
one
named
skill
gap
from
the
inventory
in
Section
1.
MEAS URE
Before
-
and
-
after
proficiency
rating
agreed
with
my
manager
.
TARG ET
Move
one
skill
from
developing
to
proficient
,
evidenced
by
shipped
work
rather
than
study
alone
.
26
Complete
a
structured
learning
programme
.
MEAS URE
Course
,
certification
,
or
programme
completed
and
assessed
.
TARG ET
One
credential
or
equivalent
forty
-
hour
programme
completed
by
the
end
of
Q
3,
with
a
summary
shared
to
the
team
.
27
Apply
new
learning
to
live
work
within
30
days
.
MEAS URE
A
delivered
piece
of
work
in
which
the
new
capability
is
the
reason
for
the
improvement
.
TARG ET
One
real
project
where
the
new
skill
measurably
improved
speed
,
quality
,
or
outcome
.
28
Operate
one
level
above
my
current
scope
.
MEAS URE
Volume
and
complexity
of
work
handled
at
the
next
level
of
responsibility
.
TARG ET
Two
deliverables
that
would
previously
have
been
escalated
to
my
manager
,
handled
independently
.
29
Formalise
a
development
plan
with
my
manager
.
MEAS URE
A
written
development
plan
with
owners
and
dates
.
TARG ET
Plan
agreed
within
the
first
30
days
of
the
cycle
and
reviewed
at
every
quarterly
checkpoint
.
30
9 / 10
3.
Evaluation
Anchors
&
Weighting
Use
the
anchors
below
to
reach
a
shared
definition
of
each
rating
before
the
review
conversation
begins
.
Reviewers
should
be
able
to
point
to
specific
evidence
for
every
rating
above
or
below
"
Meets
".
RATING
WHAT
IT
MEANS
IN
PRACTICE
5 —
Exceptional
Consistently
exceeds
every
committed
goal
.
Impact
is
visible
beyond
the
immediate
team
,
and
other
people
change
how
they
work
as
a
result
.
Evidence
is
documented
,
not
anecdotal
.
4 —
Exceeds
Delivers
above
target
on
most
goals
and
at
target
on
the
remainder
.
Raises
the
standard
for
peers
and
requires
no
direction
on
day
-
to
-
day
execution
.
3 —
Meets
Delivers
every
committed
goal
at
target
.
Reliable
,
self
-
directed
,
and
consistent
.
This
is
a
strong
rating
,
not
a
neutral
or
default
one
.
2 —
Partially
meets
Misses
one
or
more
committed
goals
without
a
legitimate
change
in
circumstance
.
Requires
increased
direction
or
support
to
reach
target
.
1 —
Does
not
meet
Goals
are
substantially
unmet
,
or
met
through
work
that
had
to
be
redone
by
others
.
A
formal
improvement
plan
with
defined
checkpoints
is
indicated
.
SU GGESTED
GOAL
WEIGHTING
CATEGORY
WEIGHT
Performance
&
Delivery
30%
Quality
&
Craft
15%
Collaboration
&
Communication
15%
Leadership
&
Development
15%
Business
&
Customer
Impact
15%
Growth
&
Learning
10%
Note
on
weighting
.
The
split
above
suits
a
delivery
-
focused
individual
contributor
role
.
Adjust
the
balance
for
people
managers
—
shift
ten
points
from
Performance
&
Delivery
into
Leadership
&
Development
—
and
record
the
agreed
weighting
in
the
goal
document
itself
so
the
review
conversation
is
not
the
first
time
it
is
discussed
.
10 / 10
