In 30 seconds
Evaluation is not an event
Not once a year, into a drawer. In a rhythm, so the manager sees where a conversation is needed and measures again later.
How do you know where everyone stands — not just at year end?
Evaluation need not be a once-a-year HR event. It can happen as often, and as simply, as the way you work requires.
Today five units, one sheet. Tomorrow a thousand people, monthly. The same system.
How deep shall we go?
Same system. Three depths.
surface. If you only have a few minutes
mid-depth. The essentials, with practical examples
deep dive. If you want to see what's behind it
We often answer these from memory
- Where does everyone stand now — not last year?
- What did their manager say about them last time?
- How do they see their own performance?
- Do others see the same?
- Where do they need to develop?
- And did anything come of what we agreed last time?
And when several people remember it several different ways, the argument begins.
The life of an evaluation
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You build it
You decide what you want to see regularly: competencies, goals, a checklist, a measure. That becomes the evaluation sheet — even a different one per role.
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You assign it
To whom, who evaluates, by when. Self, manager, direct report, peer — whichever you need, and only those.
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They evaluate
On one screen, no training needed. Meanwhile you can see who has submitted and who hasn't.
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The result comes in
On a common scale, weighted, comparable. Not a pile of PDFs.
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You step in
Competency heatmap, development plan — and on an outlying result the manager is notified automatically.
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You measure again
The same sheet, later. Both rounds side by side.
It can be a simple manager's checklist. It can be a self-assessment plus a manager's review. It can be multi-angle, 360° feedback. The mechanics are the same — the situation sets the depth and the frequency.
It doesn't take a big HR project
At a restaurant chain
5 units · instant start
An everyday manager's check became a structured evaluation in twenty minutes: five units to evaluate, one sheet, rights for the manager — and off it went.
At a 100–150-person company
twice a year · three directions
Self, manager and direct report — and 75 evaluation sheets, one for every role. The same system, a different depth.
At an organisation of 1,000+
monthly · every employee
A monthly evaluation cycle for the whole headcount. Not an annual event — a rhythm.
Not small, medium and large customers. The same mechanics, at a different frequency and depth.
What a manager sees
Not only whether it was filled in. But also where results diverge, where it needs a conversation, and what is worth measuring again later.
Not an annual event. A feedback loop.