UKG Reviews cannot manage performance cycles across eight countries

“That's a good example. I think the meeting itself is less important than creating a routine where the team knows performance will be reviewed every week. That consistency is what keeps things from slipping through the cracks.”

“This. Yes. Yes. Yes. Documenting is what my PMO leader and director are both doing. It’s ok zoom recordings, zoom AI, and ready to go at the drop of a hat. I also believe the corporate hogwash deflection - I walk 2-3 miles every morning- first thing always, lift weights 3-4 times a week and live IN the woods - always outside watching birds, hummingbirds, and nature. Thankfuly we have a four season screened in porch too. It’s my sanctuary.”

“looking for thoughts here on what i should do. i work at a public accounting firm and we are going through the year end for ratings which feeds into raises and bonuses. I’m a counselor for a couple individuals and the KPIs (sales credit, utilization rates, in office days) are generally wrong. for example, a counselors utilization is 100% but the data they were using to rank him is showing 78%. When i point it out to the people running the meetings, they say it’s right (im assuming they have to f”

Assigned turn teams

“Unless it's common for your PG's HR manager to call you after your mid-year eval, discuss the feedback and immediate things to do to "impress the partners", and set up a check-in meeting two months out with only you and none of the other first-year associates. On track for bonus so not an hours issue. This sucks. submitted by /u/PM_ME_SAD_STUFF_PLZ [link] [comments]”

“Was literally just told this about our bonuses that are 50% based on employee performance and 50% based on metrics the executives arbitrarily set for us as a whole with the contingency that if we don't hit the arbitrary financial metrics we get no bonus. Venture Capitalists are frat boy fucking leaches, the absolute bottom feeders of late stage capitalism. They are the epitome of let me pat myself on the back because I can throw money at a problem until it turns into more money. I am so fuck”

“I am usually the one giving advice, but I am in need of some advice for myself. I am about to have an annual review with one of my staff and I am having a hard time on how to approach this in fear of sounding like a broken record year over year. This one staff member I have on my team has been with the company for over a decade, in different roles. Our department is very small and I have gotten to know them very well over the years. Each year we have a meeting to discuss goals and compensation.”

“Good employees are expensive to replace, bad employees are expensive to keep. Know and develop your employees: build upon their strengths, help them improve their weaknesses, and assign roles & responsibilities with both strengths and weaknesses in mind.”

“Hey, dropping this to brainstorm the promotion policy I am drafting, need your help in sharing your experiences and knowledge around this I have just joined a project based manufacturing setup in tier 3 city. They never had a promotion policy at place and I have been assigned to form one. The average tenure of the staff is around 12.5 years, I had planned a career progression+Step up promotion policy but considering staff here is already highly tenured, Career progression is not making”

“I've cut plenty of them short. The PIP is a chance to set clear expectations and give the employee a chance to succeed. After a few check-ins with zero attempt made to succeed there's not much point in continuing.”

“I’ve been asked to do a “presentation / discussion” for a production supervisor role. They want me to present “how I would add value to the company”. I have 10 years of experience as a production manager in a very similar role however I don’t know what issues they’re having, what the bottle necks are, where they’re struggling etc in their specific production set up. I had a look round the factory for the inital interview but that’s all I’ve seen, no one was working at the time either. The “prese”

“make sure your efforts are visible To whom, that is the question then. The culture determines whom. The immediate supervisor? Or team workers, the AI metrics, the ceo, investors, or long forgotten by many orgs: the customer? Then that leads to the next question: When? To be visible everyday? At the end of the task? Or reflected in the goodwill of your team, clients, or customers having faith in your integrity and ability to get things done behind the scenes? Its the old IT paradox, why are they”

“I work in IT of a medium sized company. Early march I had my yearly review and everything seemed to be going well. Received ‘meets expectations’ and was even given an $8k raise. My manager stopped doing 1-on-1s with everyone on the team even though he is required to, but I didn’t have an issue since I thought everything was going well. Fast forward 4 months to my mid year review, my manager starts it off with asking how the no 1-on-1s were going, thinking nothing was wrong I said it was fine. He”

“This process is called lessons learned. you should be holding a small review weekly with your team to add to the lessons learned register.”

“My group head (three levels above) delivered my mid-year performance eval this year 5.5 months late. I'd already submitted my year-end self-review, lol. She told me to "expect a promotion in two weeks." She's extremely careful with words, and I felt this was literally the only time in two years she's been direct about... anything. So, two weeks later I walk in for my year-end evaluation and proceeds to read my mid-year eval for a second time. And closes with, "Do you h”

“I'm looking for some strategic advice from writers who've been through this. I recently received my first paid evaluation, and while I found it thoughtful and valuable, it left me wondering how much more I should invest in the paid evaluation ecosystem versus shifting my energy toward querying managers and producers. For context, over the course of three drafts I worked with a development assistant at a production company (through a personal connection and outside the scope of her employ”

“Is it worth meeting with a new broker to evaluate my companies employee health and benefits? We have been with the same broker for some time now and I don’t mind them but I have brokers reach out to me continuously via email and phone call. We are a January 1st renewal submitted by /u/Aromatic-Search8592 [link] [comments]”

“Thanks a lot. I intend to quantify the metric improvement I will try to deliver and its impact to bottom line”

Got it. Thanks a lot

“Manager pulled me aside for a meeting to give me a heads up about our next 1:1 since my numbers have been quite low. Going to be honest, I've definitely been slacking. I sometimes do bursts of doing work maybe once or twice a month and I never try to overwork myself. It hasn't been busy when normally it's peak season (that's probably been the story for many industries lately due to, world stuff). I'm not worried because I'm going to get a pretty sweet severance if I do ge”

“Can someone please explain to me how incentive, task time, and percentage work? I've been working for the company for quite some time and I noticed that my percentage always drop for some reason. I will be at positive 50% then drop to 45%, then, 40%, then 38%, and so forth. No matter how fast I move or when and where i say "ready" my percentage always drop. Whatever percentage i do gain i automatically lose it within the next task or two. I talked to my coworkers and leads about it”

submitted by /u/SV-90 [link] [comments]

“boss just says it due to lack of turnover. the things I do know are the things I did 6 months in. submitted by /u/Head_Equipment_1952 [link] [comments]”

“You've assumed I have any input on those. The president and is protege do all of that and its not up for discussion. I just adjust my processes to what they decide. Can't tell you how many times I've brought it up and been shot down immediately.”

“Im a senior associate (very recently promoted) in one of the advisory roles at a top 10 mm. I am being bombarded with useless meetings explaining things I already know or add very little value while I already have a ton of deadlines that are so much more important. How the f do i get out? I have managers who will cold call me and jump on 1-2 hour calls with no warning ahead of time. I would be slammed and it’d take my whole day up. I try everything to not ping them anymore, because I know they w”

“I have recently joined a company that is still figuring out their processes in place. Right now it is chaotic because we’re finalising the annual REM review based on employee’s scorecard. One of my responsibility is to make FY27 smooth sailing. Currently what’s set up is that managers need to determine KPIs for their employees and their ratings is based on each KPI. It does a mid year review and then an end of year review. The HRIS is not the greatest and clanky. Looking at FY26 employees have r”

“Team context matters, but my recurring 1:1s typically follow: Battery - how are they personally faring. How can I help with work trade offs, PTO coverage, etc Blockers - for their scope, where are they blocked or may become blocked. How do I help ? Key updates - what 1-2 things do you want me to celebrate upwards? Give me the tldr on the “so what” of those. Then quickly review progress against stated goals for the half with standard R/Y/G status (Once a month) Development - I focus on leading th”

“I got put on one for workplace communication and I do not think I will pass. submitted by /u/CoatSafe17 [link] [comments]”

“People leaders who've been through an acquisition, I want to gut-check something. When the parent took majority control, the first thing I lost was the ability to give raises on my own timeline. Merit moved to their cycle, capped way down. I kept the relationship with my team but lost the actual power to do anything. Is that everyone's experience, or did some of you keep real comp authority? Trying to figure out if this is structural or just my company. submitted by /u/ericaf”

“uuuff, I felt this one in my bones. You did everything the change management textbooks say, got exec buy-in, built it for them, did 1-on-1s, mimicked their workflows... and six months later the spreadsheets crept back like ivy. So first: this isn't a you-failure, and it's not even really about Notion. People don't resist tools, they resist switching costs that someone else chose for them. A few hard-won truths that might reframe this: "Better" is decided by the user, not th”

“My performance reviews happen annually in July. Last year I just gotten back from maternity leave so this year’s review encompasses my entire first year of work postpartum/as a working mom. I feel so dejected filling out my self review and dread meeting with my supervisor. I felt so confident in my work before pregnancy and postpartum and now it’s so much harder to keep my head on straight. Filling out the self review also feels daunting since I feel like I can hardly remember the past year, esp”

“The CRO and CEO need to stop micro-managing. Instead of making the decisions on all of the details, they should give you the requirements, in writing, let you have one pass on them for their review, give you corrections, and then turn you loose. How to get them to do that is the problem. Do they recognize that this constant back-and-forth is hugely wasteful? Who decided on this structure? The one suggestion I can give you is to stop asking for permission (and thus having to wait), and instead sa”

“You have to view performance reviews not as a thumbs up / thumbs down but as a measure of progression for promotion in a lot of public accounting firms. Partially meeting expectations of an associate when you are an A1 is generally meeting expectations the firm has for you. I’m not OP’s manager nor did I review any of their work. I can’t comment on whether they should have gotten better reviews or not. Merely saying that’s how a lot of public accounting firms manage performance.”

“And that’s just having bad expectations on the firms part. OP has exceeded beyond the level of which an A1 should perform at and should’ve been given an exceeded expectation.”

“That format works — the risk is that listing names of who missed reads as blame the second it lands on your manager's desk, which pushes contributors into defense mode by next week. What I do is pair every miss with a cause category (blocked, dependency slipped, scope grew mid-flight, deprioritized by someone else) — that way the same person showing up three weeks in a row tells a different story than three different people all blocked by the same upstream team. Once that pattern surfaces in”

“These performance evaluations, which I’m pretty sure are done with good intentions and definitely seem like they should be performed in a setting that necessitates prioritizing safety, come off as frustratingly one-sided when you are being asked to work in conditions you do not agree with and that the workers around you do not want to be working in. Like…could we just turn it into an opportunity to maybe also give feedback, because just about any statistic online regarding nursing points to it b”

“I'm currently prepping for a redo of my confirmation/upgrade and one of my supervisor's main comments is that my tone isn't neutral enough. Does anyone have anyone have any hints/tips/tricks to help keep yourself in-line so you're not too apologetic/defensive of your position? (5th year English/Book History PhD) submitted by /u/ais231 [link] [comments]”

“My firm reimburses $30 for each person for lunch and $60 for dinner for each person. What about yours? Maybe also include the approximate vault ranking without doxxing yourself so we can see if there is a trend. Thank you. Working at a V50 in NY. submitted by /u/Realistic-Claim-3686 [link] [comments]”

“Context: I have a 6-month new hire check-in with HR coming up. During these meetings you have to rank things like "how well are you integrated into the team"; "do you feel like you have enough support to work well within the practice group", “how happy are you with the new role”, blah blah blah, etc. - on a scale of 1-5. During my 90-day check-in, things were really good and I ranked everything 5/5. Things have really taken a down turn in the last few months and this week som”

“do you find that actually works in practice or does it need constant updating?”

“I posted recently about a bad performance review /appraisal I received at my new job. For context, I am still in my probationary period (six months) in a Academic/University setting (as staff), but this was not originally presented to me as my probation review. It was part of the department’s annual review process that everyone had to do, but mine happened to fall close to my probationary evaluation. My review was sorted out with bullet-points for each section "Exceeding Expectations, Excee”

“I just got a bad review. One if the things my manager said was that the pdf form was for my position (I) and the position above it (II). So she rated me lower based on that. Thinking that if I had a high rating, I'd be a II. My previous manager used the same form and didn't do this. Should I do anything other than a job search? If future employers check my employment history, will they see this? submitted by /u/Clear-Scarcity-8828 [link] [comments]”

“My coach told me that at a manager meeting that occurred this year, they discussed holding more people back and not signing off as Level 2 on PERT reports as they noticed once people hit senior or designated professional, they leave. Is this allowed? submitted by /u/EastLeek3256 [link] [comments]”

“It’s that time of year again. Please post the following below: 1. Market/Office (include COL) 2. CY level - FY25 Level (A1>A2, S1->S2, S3->M1, etc) 3. Line of business (Audit, tax, etc.) 4. Rating (partially meeting, fully meeting, exceeding, exceptional) 5. Old & new salary 6. Bonus 7. Happy with the outcome? (scale of 1 to 10) 8. For new hires starting in October put your offer + sign bonus submitted by /u/Affectionate-Year728 [link] [comments]”

“I find myself drowning reviewing the massive PRs (all are 10k lines and plus) created by my PM and juniors after the push of AI in my company. I had pushed back a couple times about the size, quality and quantity of the PRs, but the management couldn’t understand the issues and the fact that me and other seniors are absorbing the “debt” created by these “efficiency increasing” AI generated codes. I have no choice now but to seek advices from the experienced devs community. My questions include:”

“Had an after hours training meeting on the new end of year review system (our review process starts June 1). Which in itself sucked. There were two sessions offered neither were in my work hours (7-4 pacific M-F). The head of HR spent the first 5-10 mins pining over missing in person and “being able to just pop in to get something solved right then and there”. I was so pissed I almost unmuted my mic. I’ve been fully remote on a globally distributed team. We could not exist without being out of o”

“In January 2025, we froze merit increases for high earners ($175k+). Non-high earner merit increases averaged 2.7% in 2025. This year (2026), CEO has delayed the merit increase process. It would typically start in March, but still hasn’t happened. We are receiving bonuses, however. I have not had an increase since late 2024 (but am not complaining because I’m well-compensated). 📍 NYC (health tech) Curious to hear what you’re seeing! submitted by /u/BOOK_GIRL_ [link] [comments]”