Start enabling performance instead of just measuring it

Define how each role connects to the organisation's strategic objectives. Every employee sees their line of sight to the business beyond their job description.

• We run structured interviews with HR, line managers, and a sample of employees to understand what the current system produces and where it breaks down. The goal is to identify whether the problem is the framework, the platform, the manager capability, or all three.
• We design a performance framework that separates goals from activities, defines behavioural expectations at each level, and gives managers a shared language for performance conversations. The framework is built around your business strategy, not a generic template.
• The output of this phase is a performance design document that the executive team signs off before any configuration begins. This alignment step is what prevents the most common implementation failure: building a system that HR designed but managers were never consulted on.

Identify the goal categories that need priority attention. Managers and employees agree on where to direct time and energy, and why it matters.

• TalentPrint is configured to reflect the agreed framework. Goal templates, review forms, feedback workflows, and calibration processes are all built to match the design document, not the platform defaults.
• We build the goal cascading structure so that company objectives flow down to team targets and individual contributions. Every employee can see the line of sight between their goals and the business strategy.
• TAILA is configured to support managers during the review process, surfacing relevant behavioural data, flagging inconsistencies in ratings, and prompting the conversations that managers typically avoid.

Establish concrete, outcome-based actions with clear success metrics. Goals are co-created between manager and employee, building genuine accountability from the start.

• Manager enablement is the single most important factor in adoption. We run training sessions focused on the conversations, not the system. Managers learn how to set goals, give feedback, handle underperformance, and recognise strong contribution in a way that employees experience as fair and useful.
• HR administrators receive separate training on the platform configuration, reporting, and calibration facilitation. The two programmes are kept distinct because the skills required are different.
• We design the employee communication plan and support the go-live announcement. Employees who understand why the process is changing and what is different about it are significantly more likely to engage with it.

We support the first full performance cycle end-to-end - from goal-setting to mid-year check-in to year-end review. We are available throughout to troubleshoot and adjust.

• We stay alongside you through the first full performance cycle, from goal-setting through mid-year check-ins to year-end reviews and calibration. This is where most implementations fail: the design is solid but the execution loses momentum without support.
• We facilitate the calibration sessions, using TalentPrint data to surface rating inconsistencies and guide the leadership team to a defensible, consistent view of performance across the organisation.
• At the end of the first cycle, we run a retrospective with HR and a sample of managers to identify what worked, what did not, and what to adjust for cycle two. The system improves with every cycle.

Every employee sees the tangible impact of their work on the organisation's results. Recognition is timely, specific, and connected to real business outcomes throughout the year.

• Performance data is connected to TalentPrint's succession, development, and talent identification modules so that every review cycle generates actionable talent intelligence, not just a score.
• DataWiz dashboards are built to give HR and the executive team a real-time view of performance distribution, goal completion rates, and calibration outcomes. The data is visible without a quarterly report.
• We define the four to six metrics that will tell you whether the performance management system is working: adoption rate, review completion, rating distribution, manager satisfaction, and the percentage of performance decisions supported by data.