UKG Reviews cannot manage performance cycles across eight countries
HR professionals across various industries are overwhelmed by the complexities of performance review processes, including timing, system limitations (like UKG), and the pressure to implement significant changes (like 360 reviews or mid-year checks) within large, multi-country organizations. They face challenges in balancing management's desire for rapid change with the practical realities of payroll, statutory reporting, and system migration risks.
SOURCES (60)
“Mine was botched. Due to the complexity of our revenue, we were recommended a 2 year process but the company tried to do it in 9 months”
“I’m looking forward to trying this. I use notion for this today, and export to pull into a personal gpt trained on my company values, principles, etc, and tuned to our year end process. Can you add a csv or JSON export so I can keep up that side on my end?”
“End of Q2 and I get a perfect 4 across the board and then Im told that 4s will be viewed as 3s in the next quarter and so forth. IM ALREADY KILLING MYSELF WITH STRESS.who made this?!?!??!! Ive heard other friends going through thr same thing submitted by /u/thiswasatest [link] [comments]”
“After reading some of the comments I had an idea. Could you pitch to firms that your tool allows them to spend more time on billable hours when the admin tasks are handled? Probably be good to back that up with data or case studies..”
“Hey guys, I've applied for an internal transfer into a Team Relations role at my company. The company uses a center of excellence type model. The job decription lists experience in UKG and 1-2 years of work experience as nice to have. My background is in operations, but I have certifications in aPHR, SHRM-CP and am doing a Master's program in HR Management. My undergrad major was Psychology. If you were interviewing me, what would you want me to say/demonstrate to give you faith in me to”
“Yeahh, this plays out a lot in teams. We’d say lead with data. Like, document your current hours and output across your existing scope. Then present the new ask as a trade-off (and definitely not a refusal). For example, "I can take this on if X shifts," and always follow up in writing.”
“Genuine question: will this input actually drive your prioritization? My company ran through similar exercises last year and it made some people feel good but had zero impact on and actual work. The plans we had were the plans we had for a reason. Often more voices in a room means more ideas, but not better ideas.”
“The 2-month-to-5-month slip is usually review latency plus decisions that never get written down. I'd watch two numbers weekly: median time to first review, and how often the same decision gets reopened. If those two are ugly, the rest of the retro is just the result. For a chronic blocker, take them off the critical path and make the next person the owner. For the person who treats the codebase like theirs, put the merge rule in writing (who can hold a PR, for how long) so it's not a pe”
“I'm in the UK and can't recall the last company that didn't have a case study-style round. In fact, yes I can, when I got a job in 2015.”
“Please never perform such tasks, especially if it’s about reviewing + creating a new plan/strategy report for them. Almost always it’s free work and consultation they can’t afford as consultation firms charge insane prices.”
“TLDR: 3rd year lateral hired in december. Good July mid review. Bad August with 2 messups. Biggest client. Messups were all caught during review process. But exposed poor attention to detail on my end. Head of group called another partner and during conversation, brought me up and asked if there had been concerns with my attention to detail. If the head is even asking that, almost certainly I am going to be fired is my thought. Not sure what options I have as a lateral being fired less than a ye”
“It’s not about being 'punished' with more work; it’s about demonstrating value. OP mentioned they were on track for a senior role. Senior employees don't just finish a ticket and go make a sandwich. They use that extra time to improve processes, upskill, or communicate their spare capacity. If you want senior money, you have to show senior initiative, not just do the bare minimum and hide. Sitting idle and hiding your efficiency is exactly why out-of-touch management resorts to invas”
“Document every rationale for a decision within every set of notes for a meeting. It is really that simple, and if you get a lot of blame game letter, you identify the adopters and the naysayers.”
“Is this a ticketing system or an email box? You’re talking about mean time to acknowledge (MTTA). A lot of ticketing systems have ways to track this out of the box and you can set an SLA for your team by ticket severity. You can also see who is acknowledging the tickets and who isn’t. Tie this to goals”
“The WQ report idea seems way more useful than a screen recording, especially after the split changed post-maternity leave.”
“While this is true, i document to remind my managers of the path leading to this point. it won’t change their mind, but at least it absolves me of “missing the mark” due to their moved goal posts.”
“At my 1 year review, they told me that I “work too independently and need to ask more questions before making decisions” At my 2 year review, they told me that I “ask too many questions and need to work more independently” Okay I’ll get right on that… submitted by /u/literallyxdead [link] [comments]”
“This can go one of two ways. The Managers will realize what’s going on and come down on the senior. OR if the Manager likes the senior you start seeing negative comments in your reviews about not reviewing your work, hiding exceptions, missing deadlines, etc. and all of a sudden you’re not meeting expectations.”
“The biggest thing for efficient alignment is having agreement on org level goals, the things that everyone should already be aligned on. If you get feedback that goes against or doesn’t contribute to those goals then you have an out. You also shouldn’t need to be making decisions in the same discussion where you are receiving feedback, collect it all and then weigh it up against each other and the agreed goals, then feed that back to the stakeholders. If there is a genuine priority problem then”
“This is not commonplace for established (non-startup) companies that follow standard people management practices. You should be getting an annual performance review, and this should include conversations with your management on your career path, raises, etc.”
“I think documenting the “why” behind recurring decisions is just as important as documenting the process itself. Otherwise you can delegate the task, but people still end up coming back to the same person whenever something unusual happens. Good systems should make both the process and the reasoning easier to access.”
“and your manager gets to pick if that goes against your performance review or not. This is how leverage works. You must have leverage to make your suggestion work in your favor”
“You don’t really avoid the performance review. If you’re a manager you’ll still want to make sure your people don’t get screwed. If you’re not you’ll still want to write peer reviews for the people you worked with.”
“Both. There is a formal process and system for taking in change requests, defining, estimating and managing within the overall pipelines of work. Often, that marries with in-person or online meetings to explain the CR and get approval with electronic signature. Part of this process includes identifying related project risks if the CR becomes priority and delays the original plan, or does not, but will be impactful via rework later.”
“So it’s performance reviewing time. Part of that at my org is obvs the self assessment. I haven’t had a great year, I’m not that happy in my current role and motivation has been hit and miss. I think my performance was fine. Not great, certainly not bad. But how honest are you guys usually in the self assessment part of the review? submitted by /u/jdk42 [link] [comments]”
“For teams with a mature process, what does the actual milestone-closing workflow look like? Review with a senior customer in attendance, at least at the end who accepts in presence of customer contracts officer and company contracts officer. Who reconciles the delivered work against the SoW and approved changes? Contract mod document immediately following acceptance at the review. What artifact constitutes formal acceptance? Contract modification. How do you record partial acceptance when most o”
“I work at a fintech in operations. One that has been shoving AI down our throats. I am genuinely starting to hate corporate and having this mentality that we all must climb the corporate ladder. The time of year for our self reviews is here for the recent quarter. We just had a huge re-org and now the quarterly review only has: Low performance, high performance, and excels. When looking at the descriptions, low performance is does not meet expectations, etc. the usual you except. High performanc”
“The company I have worked at for a couple of years, do end of year and mid year reviews and has a specific metric we must meet in order to qualify to get a raise. No changes to date have been made known to us regarding this. I was told I qualified and asked when I would see a raise on my pay. The reply was I would be given an update ASAP. Two weeks later, I asked again, still no answer. We are now at the point (per previous years) that the raise should be on my check. Through a very reliable sou”
“It’s just dependent on office / team. I’ve been on teams that it gets weird. I’ve been on teams that test you like an adult. End of the day the work gets done either way”
“I work at a Fortune 500 company and every PR is 7,000 additions and 3,000 removals. I haven't reviewed PR in the last year and just auto approve everything. Is this sustainable? Am I losing the race with AI? submitted by /u/LiFRiz [link] [comments]”
“We hit that same wall when we grew. The trick was flipping from sequential reviews to parallel — instead of each person waiting for the last one to finish, we put one person on pre-flight (catches the obvious stuff) and then hours + manager + payroll see it at the same time. Killed the back-and-forth dead. Only works if people know what they're looking for though. We made a one-page checklist per role so nobody's waiting for the previous person to figure out what to check.”
“I mean you have 4 months there, so not much trust. Home Page change is a huge change for leadership without much ROI, why should they trust you? You proposed something but did you do a ROI analysis? What KPIs are you going to move and how will that translate into dollars. You sound very hand-wavy and process-y (need USER JOURNEYS) but don't explain why and how that helps the business in data and financial terms. How much ENG work will this cost - clearly it's not actually funded if no on”
“I wonder the same, I recently joined a new company a couple of months ago. We immediately set OKRs, and since then, none of my PM colleagues looked back. We do not do regular check ins on OKRs either. A bit weird. Seems like a checklist exercise at this stage.”
“Where I work, the individual sections are ranked 1-5, but the final overall score was done as a 1-4. r/mildlyinfuriating It took me pointing out that inconsistency to the other directors and up to get that changed”
“We are in the middle of a re-org and several high performers have gotten meeting invites with their manager and HR. submitted by /u/kromestatus [link] [comments]”
“that sign off rule is the part nobody wants to enforce but it's the only thing that actually stops the chaos. the problem i keep running into is people treat the approval like a formality and then come back two weeks later with changes they swear are urgent. you're right that accountability is the fix but somebody has to be willing to hold the line when a manager decides their preference counts as a significant change. that part doesn't write itself into a process.”
“Have you considered reaching out to SCORE? They are a fantastic resource and they provide this type of consulting at no cost.”
“I downshifted to the team’s effort and got graded as not meeting expectations. Was told I am leaving so much “potential” on the table and that I need to up my metrics. Will never lead again with my full output.”
“One thing I’d pressure-test early is whether your admin workflow can safely handle it before you treat it like a revenue add-on. For anything that touches health history, consent, contraindications, follow-up instructions, or progress notes, the operational side gets heavier fast. A lot of small service businesses underestimate how much friction comes from: collecting the right intake before the appointment keeping signed consent tied to the right client record documenting changes in medication”
“Hi, I usually have a 1:1 with my manager at the beginning of the year to discuss my annual performance review, and goals for the year. I already had that, but now there's another review meeting I was invited to, now it's my manager as well as his manager, a smart unprofessional guy who had unreasonable criticism for me in the past. I've been here nearly 5 years with no major issues, but such an unexpected meeting is still worrying me. Now I'm wondering what to expect from the mee”
“I work in a very small office (4-5 employees) and typically performance reviews haven't been formally conducted in the typical fashion (with documents/forms). They're more like individual meetings with discussion of overall performance, wage increase, etc Sorry if this is a dumb/newbie question or if Im overthinking it, just wanted to get some insight submitted by /u/konbeanie [link] [comments]”
“You forgot thorough documentation, quarterly pre-, -, and post- planning. Weekly touchpoints with design and UX, Risk management team on your neck for the security exemption Chief Sales Officer forced you to rush through cause clients were waiting for the product, PMO on your neck with epics without the correct teams tagged and progress saying 54% done instead of 55%…”
“I work in HR (HR Generalist role) for a healthcare organization with 900+ employees across multiple locations. We’re evaluating our current performance review process and looking for ideas from other HR professionals. Whatever we implement has to be scalable and realistic for managers. A few questions: Do you do annual performance evaluations, quarterly check-ins, both, or something else? Are merit increases tied to performance reviews, or are they handled separately? If you don't do formal”
“I was once in your exact situation. First month was great but I was shut down as soon as I started asking questions and literally ganged up on in meetings. These guys would literally lie to my face. A year of hell that was not worth the 2-3 years it probably took off my life. No joke”
“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”
“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”