Performance and Training

Two modules that sit next to each other in Talent & Growth and are usually run by the same people.

For the processes rather than the screens, see Running a Review Cycle and Managing Training.

Performance Management

The module is built in two layers. Indicator Categories, Indicators and Goal Types are the vocabulary — define them once. Review Cycles, Employee Goals and Employee Reviews are the activity that uses it.

Indicator Categories

Performance Management → Indicator Categories

The groupings performance indicators fall into — Technical Skills, Communication, Leadership, Reliability.

Categories keep a review readable. Twenty ungrouped indicators is a form nobody finishes; four categories of five is a form people complete properly.

Indicators

Performance Management → Indicators

The individual things somebody is rated on — Meets deadlines, Quality of work, Supports colleagues.

Indicators belong to a category, and can be tied to a department or designation so that engineers and salespeople are not assessed against the same list.

Write indicators somebody could disagree with

A good indicator is specific enough that a manager and an employee could look at the same evidence and reach the same rating.

Quality of work is weak. Work is delivered without needing rework is something you can actually point at.

Goal Types

Performance Management → Goal Types

The kinds of goal people can be set — Revenue, Personal Development, Project Delivery, Quality.

The Add form on this screen is on the left

Goal Types and Review Cycles put the form for adding a new record on the left of the page, beside the list — not behind a button in the top-right corner like most screens.

If you are hunting for an Add button here, that is why.

Review Cycles

Performance Management → Review Cycles

A cycle is a review period — “H1 2026”, “Annual Review 2026”. It has a start date, an end date and a status.

The cycle is what makes reviews comparable. Reviews belonging to one cycle can be reported on together; reviews scattered across the year cannot.

Employee Goals

Performance Management → Employee Goals

Goals set for individuals: the employee, the goal type, what the target is, the dates it runs between, and progress against it.

Progress is updated as the goal is worked on, so the review is not the first time anybody looks at it.

Employee Reviews

Performance Management → Employee Reviews

The reviews themselves — who is being reviewed, by whom, in which cycle, and whether it is complete.

Creating a review pulls in the relevant indicators to be rated, with space for comments and usually an overall rating and summary.

A review with no cycle is hard to use later

Always attach a review to a cycle. Without one it becomes a document about one person at one moment, which cannot be compared with anything.

Training & Development

The training module has the same two-layer shape:

Training Type → Training Program → Training Session → Employee Training → Assessment

Training Types

Training & Development → Training Types

The category training falls into — Technical, Compliance, Onboarding, Leadership. Types can be associated with departments.

Training Programs

Training & Development → Training Programs

A program is a course that can be run more than once — “Fire Safety Awareness”, “Advanced Excel”. It holds the description, the type and the duration.

Programs are the course, sessions are the event

One program, many sessions, over years. Creating a new “program” for every occurrence is the mistake that makes the training history useless.

Training Sessions

Training & Development → Training Sessions

One actual running of a program: a date and time, a trainer, a location or link, and attendees.

The calendar view is the better way to spot scheduling clashes.

Employee Trainings

Training & Development → Employee Trainings

The record of which employee did which training — the question the module exists to answer. This is also where training somebody completed elsewhere gets recorded, so a person’s history is complete.

There is a dashboard summarising training activity.

Unrecorded attendance is training that did not happen

As far as the system, an auditor or a client asking about compliance is concerned, training with no attendance record did not occur.

For compliance training the record is the deliverable. Record it on the day.

Training Assessments

Training & Development → Training Assessments

Checks on what people took away — a test, a practical, a sign-off. Results are recorded per employee, keeping attended and passed as separate facts.

This screen may need a higher permission level

Training Assessments is not reachable by every account that can see the rest of the module. A plain HR account can be refused it while the company administrator is not.

A permission error here is a settings matter, not a fault. Ask your administrator.

Common questions

Can somebody review themselves? Self-assessment depends on how you run the cycle. The system records reviews and reviewers; who reviews whom is your process, not a system rule.

We changed an indicator mid-cycle. Reviews already completed keep what they were rated against. Expect the cycle to be inconsistent, and prefer changing indicators between cycles rather than during one.

Can we run the same program twice? Yes — add another session. That is what the program and session split is for.

Somebody missed a session. Record them absent rather than removing them. “Scheduled and did not attend” is a more useful fact than “never scheduled”.

How do I prove somebody is trained? Their Employee Trainings record, plus the assessment result where there was one. Which is the reason to record both promptly.