Organisation goals to individual targets
Use Hoshin Kanri to align long-term organisation goals with individual short-term targets, periodic measures and daily tasks.
Performance Management System (PMS)
Performance starts
before review day.
Turn business goals into clear individual targets. Connect everyday achievements to manager-led reviews, so your team can recognise contribution and act on development needs.
For HR leaders, reporting managers and the people they support.
Align individual effort with organisation goals.
Hoshin Kanri connects long-term organisation goals with individual short-term targets. Periodic targets and daily tasks keep that connection practical.
- 360-degree evaluation, behavioural parameters and team spirit
- Bell curve, nine-box analysis and SAP S/4HANA achievement data
- Clear expectations
Connect organisation priorities to individual targets.
- Visible contribution
Record achievements against the work that matters.
- Useful conversations
Give reviews a basis for recognition and development.
Make the connection
Clear goals.
A stronger basis for every review.
A target sets the expectation. The work, achievements and feedback give the review its meaning.
Achievement records and progress visibility
Team members post achievements, or the system fetches agreed achievement data. Track progress by organisation, target and employee.
Manager review and weighted measures
Bring agreed KPI weights, submitted achievements and review responsibilities together for a structured evaluation.
Behavioural feedback and development
Evaluate leadership, communication and team spirit alongside target achievement, with 360-degree feedback and talent-review views.
How it works
The target is clear. Is progress visible before review day?
Connect agreed targets to recorded achievements and regular manager reviews. Make contribution and obstacles visible while there is still time to offer support and adjust the work.
Step 1 of 3
Agree targets with the reporting manager.
- Information used
- Organisation priorities, role expectations, measures and review period
- What you can review
- Individual targets with clear ownership and agreed expectations
Step 1 of 3
Agree targets with the reporting manager.
- Information used
- Organisation priorities, role expectations, measures and review period
- What you can review
- Individual targets with clear ownership and agreed expectations
Step 2 of 3
Post achievements manually or through the system.
- Information used
- Achievement posted by the team member or fetched from SAP S/4HANA
- What you can review
- An achievement record for the manager to review
Step 3 of 3
Evaluate performance with the reporting manager.
- Information used
- Achievements, KPI weights, behavioural feedback and delivery constraints
- What you can review
- Performance evaluation, recognition and agreed improvement actions
Your process and implementation scope are agreed with your team.
A shared process. Clear responsibilities.
Useful for the business.
Meaningful for the person.
Performance management works through a conversation between people. Keep ownership and evidence visible on both sides.
Employees
Know the expectation. Show the contribution.
Understand agreed targets, record achievements and bring progress and obstacles into the review conversation.
Reporting managers
Review the evidence. Guide the next step.
Evaluate achievement against expectations, consider working conditions and discuss the support or development needed.
HR & leadership
Connect the individual view to the wider goal.
Review progress by organisation, target or employee, with a consistent approach to measures and review responsibilities.
Results need context: role expectations, dependencies and working conditions belong in the review alongside the measures.
Shape the review around your organisation
Connect feedback.
Understand performance.
Connect target achievement with behavioural feedback, talent-review views and business-system data.
Review criteria and data connections are configured for your organisation. Ratings inform a manager-led discussion; decisions about people require judgement and context.
360° & behavioural feedback
Include 360-degree evaluation and soft parameters such as leadership, communication and team spirit alongside target achievement. Define reviewers, feedback visibility and development actions.
Talent-review views
Use bell-curve and nine-box analysis to review performance and talent. Define criteria and consider the context behind each rating in the manager-led review.
Business-system connections
Fetch achievement data from SAP S/4HANA in real time. Configure the source records, connection and permissions for your implementation.
Questions before the next cycle
Start with a clear scope.
Discuss how your team sets targets, records achievement and turns a review into action.
How do targets become a performance review?
The reporting manager sets targets, achievements are recorded by the team member or an agreed source system, and the manager evaluates progress. The existing implementation also supports weighted KPI plans, approvals and cycle closure.
Can we review more than target achievement?
Behavioural parameters such as communication, teamwork and leadership can be included in the review process. Agree the measures, feedback sources and visibility needed for your organisation so the review has a clear and useful basis.
Can PMS include 360-degree feedback or talent reviews?
PMS includes 360-degree evaluation, soft parameters such as leadership and communication, and bell-curve and nine-box analysis. Agree the criteria, feedback visibility and review responsibilities for your organisation.
Can achievements come from SAP or another business system?
PMS supports integration with SAP S/4HANA to fetch achievement data in real time. The records, connection and access permissions are configured for your implementation; connections to other systems are agreed during scoping.
Your performance process
Make the next review
a better conversation.
Tell us how targets and reviews work today, where the gaps are, and what your managers and employees need from the next cycle.
Discuss Your Requirements