UKG Reviews cannot manage performance cycles across eight countries
12 posts across 9 communities in the last 30 days; 17% from r/Accounting.
“In addition to all the good advice above, check your email sent items for top level items like projects or primary tasks you worked on. Issue / action / impact.”
“Why does my brain want to read this as Ass-essly?”
“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.”
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)
“For one or two people, I would decide it on triggers you set now, rather than on how the arrangement feels in a year. Use the employer of record while all of these are true: the work is done for customers outside the country, the…”
“Partners, how much time do you guys dedicate to annual reviews for each associate and how much does word get around about associate performance (either good or bad)? submitted by /u/Proud-Cow2766 [link] [comments]”
“We don’t play that game. If my employees get their work done and show up to meetings, I’m never checking their teams status. In fact, upper management stays always green or yellow 24/7 so no one is monitoring their hours. We are all adults here and don’t need to be monitored like schoolchildren. Constantly monitoring teams color creates a toxic environment and stressed employees. [re: Can we talk about the toxic culture of needing to look Active on Slack/Teams 24/7?]”
“Sure, it's small. But is also useless. If you have to mark fluent in all categories anyways, what's the point of the checkbox? Like they went out of their way to make it more complicated than it needs to be.”
“there's lots of stuff written about working with "platform teams" that you might find helpful, but you'll probably need to work with your boss to make process/structure changes...”
“This. Your emails, calendar, notes, Jira/Hansoft/Helix/RallyMiro/etc. are your history of challenges and accomplishments. Mine it as much as you can. And honestly? I’d ask your peers/partners for their feedback, even if they’re also expected to do official peer reviews. Having honest conversations about what you overcame and achieved over the year can be helpful in your own personal review as well as be eye-opening as to what about you resonated with your colleagues.”
“i usualy reconstruct it from my calendar, emails, and project notes, then focus on measurable outcomes rather than listing everything i did”
“BCC everyone you’ve worked with this year and ask them if they could provide feedback. Im forced to do this at my job and it’s kinda awkward but it helps because sometimes a small task to you, was a huge help to someone else. We also have to ask for ways to improve.”
“BCC everyone you’ve worked with this year and ask them if they could provide feedback. Im forced to do this at my job and it’s kinda awkward but it helps because sometimes a small task to you, was a huge help to someone else. We also have to ask for ways to improve.”
“Review email, meeting invites and project status reports and deliverables. Resist the urge to be self critical. Don't help your management give you a poor performance review.”
“I asked my boss if I’d get the manager title if I agree to this. He said I would be able to negotiate that during formal evaluations come January.”
“I keep a log that i maintain throughout the year and update every time i do something that's worth using as an example for whatever direction you want your review to take (promotion, pay rise etc). But since i know everything will get ignored and they will only focus on the "what i want you to work on is..." i just have been leaning more on AI to frame it for me rather than putting in hours of work myself, because management clearly doesn't consider any of my points, and pay ri”
“In addition to all the good advice above, check your email sent items for top level items like projects or primary tasks you worked on. Issue / action / impact.”
“We do weekly SITREPs to our supervisor via email. Conveniently this means I also have a paper trail of accomplishments. If you can be disciplined enough to write yours down weekly you’ll have good info to look back on. Frankly I’d find it a little tough to want to spend time on it if it wasn’t required of me, but knowing how much time it saves during performance review time would help motivate.”
“I maintain a list of - wins - lessons learnt - evidence I put those lessons into action on a rolling basis; usually update it on the same cycle as I do status reporting. If your org has specific behavioral indicators linked to pay bands, track against those. If you do annual goal setting with quarterly check-ins, track against those. Always know how your performance is measured. Always document your progress against those measures.”
“An easy & simple system! Its hard to beat on the 2-minutes-a-week part. Curious about the other end of it though — when review time comes, does the doc more or less write the review for you, or do you still end up spending a time turning those lines into actual answers against whatever criteria your org uses?”
“I keep a running doc all year where I just dump one line every friday about what got done, takes 2 minutes and at review time I have whole year in front of me”
“My senior is trying to build a performance case on me to get me fired and he put in the feedback that I don’t know how to link things correctly. Keep in mind that was my first time even doing a workpaper and because I didn’t do it well he was fucked up and rude about it and wrote it on my feedback. Which was 5 months later. He’s so fucking petty and on a power trip. Like dude just do the work and go home fuck your wife to destress.”
“Trying to find a decent, inexpensive software for very basic Employee Reviews. We have been using perform yard but it's difficult to justify the cost and I would think there would be something out there that would work for us. Please let me know if you have a better option. Small company, <40 employees. Thanks submitted by /u/dredrid [link] [comments]”
your comment caused me to spend 20 minutes deep diving on something I remember hearing about years ago. Thanks!
“Do the teams you work with have work to do? Is there anything you can proactively do to support the teams? I see a lot of opportunities within and across teams after building trust and establishing transparency. E.g. Visual depency maps, interactive dashboards, automated alerts, integration opportunities, areas to minimise idle time etc.”
“second this, aweekly report can actually be a resource-planning input, especially for a new hire whose workload hasn’t ramped up yet. It’s good to use it to make the gap visible. Like active work, available capacity, blockers, and what you could pick up next. It gives the manager something actionable.”
“Not necessarily. Do you feel safe enough to say "Hey, I could use more work over here?" or is that too risky/”
“Ask your manager directly in your next 1:1: “What are the top 2 things I should improve before annual review, and is there any concern about my probation?” then write down the anwser.”
“Two goals on day one is fine. The trap is treating them as one number. People enjoy it” and “I live comfortably” need different scoreboards. When they conflict, pick which wins this quarter in writing. Early version that helped: one user outcome in a sentence, plus a monthly cash floor so the experiment continues. Everything else waits. AI-assisted draft; human-edited.”
“Totally agree!! People are signing up to work, NOT be surveillance! This is disgusting. If they implement the software, I hope there is a notice that will be provided to the employees, giving them the option to opt-in or leave.”
“Ask your manager straight up in your next 1-1: “What would make you confident Im meeting expectations before review?””
“Why even have a meeting? That's just a waste of time when agents are much better at reviewing plans anyway. You don't even need presentations anymore. Executive officers can just create a review agent with a "special sauce" prompt (essential to justify their high salary) and auto sign off on a plan if it passes the crucial test: "is this plan good?" Finally we can have true business automation and people can go back to much more important things, like looking at KPI reports and being impressed”
“I stopped handing over tasks and started handing over outcomes with a check-in date. I write down what done looks like, what they can decide on their own, and when we review it. For the first couple of times I stay available for questions, but I don't rework it midstream unless the quality or deadline is clearly off. A short written checklist helps more than hovering because the person can self-check before it comes back to me. If something is wrong, I fix the checklist or the definition of”
“we do a 15 min sync every monday with the leads, they see the now/next/later board and if they want to move something they gotta explain what gets bumped down. no extra reports just the board as it is most tools break when leadership wants a "quick change" that cascades into 3 days of replanning. the real trick is making them feel the tradeoff inmediatly instead of just saying yes to everything”
“delegate the outcome and the check, not every step. define what good looks like, the boundary they must not cross, and two or three checkpoints tied to irreversible decisions. after that, review a sample plus the final result instead of watching the process. building Mio, receipts from the system of record work better than status pings because you can verify what changed without asking the person to narrate the work.”
“I joined my team at Capital One about seven months ago and received a Strong rating at my mid-year review. Recently, I had a performance check meeting with my manager and their manager, where they reviewed errors and missed preparation expectations from the past few months. I’m taking the feedback seriously and working on preparing tasks earlier and improving accuracy. They didn’t explicitly say I was on a PIP, but with year-end calibration approaching, I’m worried about how much time I have to”
“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.”