One-to-One Agendas

We have just released a great new feature for one-to-one meetings: Agendas.

For the 30% of our customers who don’t have one-to-ones turned on (yes, 70% of customers do have it turned on, in fact it’s one of PerformanceHub’s most popular features), one-to-ones is a PerformanceHub feature that enables managers to set-up regular one-to-one meetings with their direct reports; both the manager and direct report can record notes for each meeting.

With this update, you can now enable one-to-one meeting agendas, to help ensure that meetings are focussed, and that the right topics are discussed.

Here’s a screenshot of the new settings in PerformanceHub’s set-up page:

1-2-1 meetings settings



The keen-eyed would have spotted there are 3 new options to choose from when setting up one-to-ones:

“Meeting agendas”
This is how you turn on the feature. Without ticking this box, everything stays the same. But, once you have ticked it, you get a simple fixed agenda that HR Admin can set and is used for all employees.

“Separate standard agenda for managers”
Tick this box if instead of a single standard agenda you want to have different agendas for managers vs non-managers. Again, HR have control over what these two agendas are.

The standard agendas are edited in a new tab in HR’s Configuration area called “Agendas” – look for it in the main navigation bar once you have turned agendas on. We have created some default ones to get you going. These are applied as soon as you turn on the agenda feature.

“Managers can create team agendas”
Tick this box if you want to allow managers to manage their own agendas. Employees will initially be given a standard agenda as defined by HR (the settings above) but managers will also be able to create their own agendas and assign them to one or more of their direct reports. They will be able to do all of this in the One-to-Ones tab using the “Agendas” link in the sidebar (under the list of direct reports). They can drop back to the standard one at any time from here too, if they wish.

When an agenda has been set, then it will show as a coloured ‘card’ at the top of the meetings list on the One-to-Ones tab. Simple as that.

Should you use agendas?
We think so, even if you just turn on a single fixed agenda under HR’s control to give employees a little guidance on what to talk about in one-to-one meetings.


Other changes in this release

  • Employee roles are now ‘pinned’ to the appraisal/probation review rather to a review period. It means that a better history of changes are kept, particularly when roles change between a probation review and an appraisal
  • Several usability tweaks
  • Squished some pesky bugs

Nowhere to hide

Today we released a powerful new dashboard for managers and HR. It provides a huge amount of insight into how objectives are being assigned and progressed in the organisation in real-time.

The new dashboard highlights problems and bottlenecks, both in the process and the delivery of objectives. Here are some of the things it will show you:

  • Who has no objectives assigned to them
  • Who has too few objectives assigned
  • The distribution of the number of objectives assigned – useful to see if some people have far too many objectives
  • Number of overdue objectives
  • Which managers have engaged their staff in the process and which have not
  • Where objectives and objective reviews are in the lifecycle
  • % Complete

It also gives you the ability to send managers who have problems or who are causing bottlenecks a private message to give them some, erm…. ‘encouragement’.

The dashboard is split into 3 sections:

Section 1: Direct Reports
Summary of objectives (or lack of them) assigned to your direct reports. Including ones assigned by matrix managers if you are using them.

Section 2: Second Line Reports
Summarises how your direct reports are assigning objectives to their direct reports, including how many objectives have been assigned and lifecycle progression statistics.

Section 3: Larger Organisation
If your direct reports have larger organisations under them, e.g. department heads, this section gives a summary of all objectives in each of these organisations.

The bottom line is: there’s nowhere to hide!

Rob Wheatley

HR In A Distributed World

Just over a year ago we released the first version of PerformanceHub into the world. Our plan was to first introduce it to UK based SMEs and worry about internationalisation once we had a good few customers. Well, that was the plan…..

Less than a year after it was first launched, PerformanceHub is being used in 17 countries on 4 continents!

So, what went wrong with the plan? Well nothing really, you’d be surprised by the number of UK companies that have operations dotted around the world. Working with these companies, we have seen how this distributed workplace challenges both Operations and HR.

Getting an effective performance management system in place in this distributed world is highly challenging and we’d say near impossible using anything other than a real-time online system.  The feedback we have received from our customers has been tremendous. PerformanceHub is really helping their performance management process run smoothly even though employees are in many different timezones. Customers have also told us how PerformanceHub is helping them set and meet objectives even though the bulk of the team is on another continent.

That’s it. No special message here, we just wanted to tell you about how we’re spreading around the world and acknowledge the fact it’s challenging.

If you are faced with the challenge of performance management and operations in remote locations, we’d be happy to help.


New Feature Release

PerformanceHub takes another huge advance today with the introduction of 2 new features – Appraisal Balancing and Grandfathering.


Appraisal Balancing is used to try and ensure that the ratings given in appraisals are normalised across the company. This might be used by HR for a number of purposes, for example:

  • To ensure that a rating of ‘Excellent’ means roughly the same thing across the entire company.
  • To enforce a particular distribution of ratings; e.g. “no more than 10% of employees should get the top rating”, or “don’t end up with 80% of employees on the middle rating”.
  • To identify managers who are consistently under- or over-scoring.

PerformanceHub achieves this by introducing the concept of Provisional reviews and gives HR a gate to prevent managers progressing reviews until the balancing process has taken place. You can configure PerformanceHub to use either an “Early” or a “Late” gate. In a nutshell, the difference is whether provisional reviews can be shared with direct reports or not before the balancing process has been completed.

Grandfathering gives managers of mangers the option of contributing to their 2nd line reports’ appraisals. PerformanceHub does this by giving 2nd line managers a section to fill in on the 2nd line report’s appraisal form and by encouraging the line manager to discuss the 2nd line’s performance prior to an appraisal meeting. Gosh, that was a bit of a mouthful!

Grandfathering is a great positive motivator for employees, knowing that their manager’s manager takes an interest in what they are doing and getting the recognition they deserve.

If you like the sound of these features, you can switch them on in the Admin Configuration tab. If you want help factoring them into your current process, drop us a line and we’d be happy to help.


Where have we been?

It’s been a busy few weeks here in Cogendo HQ. So much so we’re guilty of not keeping our blog up to date. To make amends, here’s a quick high level round-up of the latest functionality to go live in PerformanceHub.

  • Matrix Management Support – yeah, this was a biggie!
  • Interim reviews
  • Weekly dashboard reminder emails for people with outstanding items
  • Many new alerts to keep your process moving
  • Interactive organisation charts, employee location and job titles
  • Detailed HR performance report with graphs and statistics galore
  • Much improved sort, filter and find functionality for HR
  • Completely revamped interactive objectives cascade view
  • Minimum number of objectives config

Much more to come over the next few weeks. If you want to subscribe to our updates newsletter, drop us a mail at and we’ll happily add you to the list.


PerformanceHub Release

Hot on the tails of our last update, we have yet another new feature to introduce to you today – Cascade Transparency controls.

One of the cornerstones of PerformanceHub and a Cogendo core principle is transparency. We believe that corporate transparency heavily influences the success of any company. But don’t just take our word for it, this is what Vineet Nayar, CEO of HCL Technologies has to say –  “transparency helps to ensure that every stakeholder has a deep, personal commitment to the aims of the organisation”. We believe this is true and that transparency provides much more too, especially in todays open, social world. We’ll speak more on this in a future blog.

This is why we built the Objectives Cascade into PerformanceHub. A unique feature which enables employees to see how their objectives link to others in the organisation and how these connections eventually connect back to the overall company objectives. It’s a powerful motivator, giving employees a sense of how they contribute to their company’s future.

This week we updated the Objectives Cascade to give HR Admin full control over who can see what in the cascade.

Everybody sees their objective, the company objective it is connected to and all connected objectives below them in the organisation. But you can now tweak whether employees see their manager’s objectives, all objectives up the tree, their peers’ or their peer’s teams’ objectives too.

We hope this new feature gives companies the confidence to use PerformanceHub’s visual cascade even if they are not as fanatical about transparency as we are.

Re-Plan for Success

You plan it, you execute to the plan and you’re done. Simple. Only it’s not. You should never really finish a plan, but keep it open and constantly review it. Never lose sight of your high level goals. Keep your hand on the tiller and make constant small course corrections rather than getting stuck or lurching sideways. 

When you finally start a project and get going with your plan, things inevitably come up. More work items are required and some planned ones aren’t required anymore. The temptation is to slip changes into the original plan as you go, but too much of this and you’ll find yourself constantly churning in the weeds, hitting delays, butting up against avoidable obstacles and missing opportunities. Staying in the weeds is a really easy way to lose direction and add delays.

We find it a good practice to take time and take a step back and review plans at a high level. Check direction, re-prioritise, review the goals and ensure our course is correct. In fact, we do this every Monday morning to keep us straight for the week. Our experience is that low level management of work items as they come up starts you on a path of exponential growth of problems. Avoid it by taking a step back.

Keeping plans fresh like this will help you achieve your goals faster. This doesn’t have to be confined to project delivery as the same is true for personal development or any kind of objectives setting. Do you work in an organisation that sets annual employee objectives? If so, I’m sure that when you come to do your annual performance review many of the objectives are stale. Keep them fresh by increasing the review frequency, if you don’t, both you and your company are missing opportunities.

Rob Wheatley

Partnership Not Parenting

In the early days of Cogendo we created a list of principles to help guide us as an organisation and also to form part our product’s DNA. We’ll work through all of our principles in coming blogs, but today I’m going to focus on “Partnership Not Parenting” (PNP).

A recent HBR blog post by Amy Gallo, “Making Sure Your Employees Succeed”, lists her guiding principles (for helping ensure that employees are successful), and we noticed one which is similar to one of ours, but with some (subtle?) differences.

In summary, Amy’s article flushed out 6 principles:


  • Connect individuals’ goals to broader organisation objectives
  • Show employees that you are a partner in achieving their goals
  • Learn about and incorporate employees’ personal interests into their professional goals


  • Allow employees to set goals alone
  • Take a hands-off approach to high performers — they need input and feedback to meet their goals as well
  • Ignore failures — be sure people have the opportunity to learn when they don’t achieve goals

It was the Partnership line that caught my eye. We think that it’s more than just showing an employee that you are a partner in them achieving their goals, it’s actually being a partner. Our PNP principle also factors in the “Don’t allow employees to set goals alone” principle of Amy’s.

So what does ‘Partnership Not Parenting’ mean to us? Traditionally objectives have been a very top-down affair: the manager tells their direct report (DR) what to do, and the DR gets on with it. This approach works fine for the armed forces, but employees are less likely to mentally sign up for an objective that they’ve had no part in. They may even believe it’s not a very good objective, but figure it’s their manager who’ll take any flack, so they’ll just keep their head down.

PNP starts with definition of objectives. This should be triggered by the CEO publishing the organisation’s top-level objectives. In our experience this will trigger a combination of top-down, bottom-up, and middle-out creation of objectives that relate to the overarching objectives. The manager may have some ideas for the DR’s objectives, and the DR may also have some ideas. At this point they should work on the definition of objectives together, refining, expanding, as they go. The bouncing back-and-forth often results in a better objective than either could do alone: the manager providing a broader corporate view, and the DR often having more in-depth knowledge or expertise. As a result both will feel ownership, and the DR will feel like (s)he had an equal voice in the process, increasing engagement and likelihood not only of success, but also of quality and productivity.

Wherever possible, the DR’s objective should be related to one of the manager’s (or their group’s) objectives, and the manager should be able to make clear how his objective relates to one or more organisational objectives. Thus the DR gets to feel that (s)he owns a part of a larger objective, and the manager sees that success on his objective requires success on the DR’s.

The manager and DR should sit down regularly (e.g. a weekly one-to-one), and review progress, with the manager passing on any updates relating to the broader objective, and the DR updating on progress on their part. Both should be thinking in terms of whether the two sides are still aligned, and whether they need something from the other to stay on track.

When the objective has been completed, they should sit down together to review it: and record data from both parties.

Goal setting and defining the stepping stones to achieve them should be a collaborative effort between a manager and their direct report. The same with reviewing performance – although I hate to use the word review as it suggests I mean a sit-down ‘so how did we do?’ meeting that inevitably gives rise to little surprises. In a true partnership there would be no surprises, the review would be to simply document the important stuff you both already know. Only then will you achieve the levels of employee engagement that lead to peak performance. Collaboration is the essence of the partnership, contrary to the ‘old school’ parental mandate.

You still need a framework to build this partnership on and an understanding of how to apply it. The framework could be your employee appraisal process (assuming you tie in all the way down to 121s) or of course PerformanceHub. The understanding for me came from experience, but could so easily be taught. However, in all the hours I’ve spent on management courses (sent on by my past corporate employers) I don’t think I’ve ever been explicitly taught this. A shame really, as it would have been a great accelerator in my early management days.

Rob Wheatley




Organisational Efficiency vs Company Size

Operational BenefitsLarger companies are more efficient.  More talent to pool from, better buying power, efficiencies of scale…… Right?

Many of us have heard this said, particularly if you worked in an organisation going through rapid growth (via acquisition for example) but I’m sure that for anyone who has been there, you’ll feel quite differently. I do, particularly with my past role as “innovation ambassador” in a multi-national. Size there was stifling – well, more precisely, poor communication was, but I’ll leave “innovation in a large company” for another day.

This post was to share with you a study by Allan Engelhardt. It hit a chord with us at Cogendo as it highlighted one of our motivations to create PerformanceHub. In a nutshell, he showes through crunching the numbers of more than 4000 companies, that there is often a relationship between organisational size and productivity (as measured by profitability). As a rule of thumb, for every 10% increase in organisation size expect a 1% drop off in productivity.

For companies undergoing rapid growth (which has problems in itself) these numbers don’t stack up well. Let’s say you have 50 employees at 100% productivity (nice to have) and grow to 100 employees over a year.  Your average productivity per employee drops by around 8%. At an average employee cost of £40k a year, that’s over £3000 per year per employee wasted. Or in our little example, a total of more than £300,000 a year lost!!

This does beg the question – where’s the productivity going? Well, my opinion is that it’s lost in a myriad of small things. Degraded communication, devolved decision making, additional levels of bureaucracy, unclear disconnected goals, reduced employee focus and arthritic organisational agility to name a few.

If you’re reading this and nodding your head, you’re staring our motivation to create PerformanceHub in the face. With it, we try and address some of these problems head-on and from what we hear, we’re winning…….

Rob Wheatley