Turn
performance into
continuous growth

Sometimes in HR you know someone is doing well. Or that something doesn’t quite add up. The problem is when you need to turn that into data and talk about it clearly. That’s where performance reviews come in. They help you review each employee’s results, competencies, goals, and development topics. With Runa, HR can set up review cycles, define who evaluates whom, set criteria, and bring results together in one place. Then comes the most useful part: sitting down with that information and turning it into a conversation that actually helps you make decisions.

They don’t all include the same number of voices. In a 90° review, the leader typically participates. In a 180° review, the employee’s self-assessment is also included. And in a 360° review, the view opens up further: leaders, peers, direct reports, and the person being evaluated can all take part. That makes it possible to compare what each party is seeing. Sometimes everyone agrees. Other times, not so much—and those differences often say a lot.

The 9-Box matrix crosses two data points that often matter a lot in talent management: current performance and each employee’s potential. From there, people are placed into nine different groups. This helps HR and leaders spot high-potential talent, possible future leaders, development needs, and candidates for succession plans. It doesn’t provide every answer, but it does put on the table the conversations worth having—with data.

Runa lets you set goals, OKRs, and KPIs for individuals or teams and review how they progress over time. You can also see each goal’s completion percentage. That information can be included in the performance review so the conversation doesn’t rely only on perceptions. For HR and managers, having results in view helps add context when discussing what was achieved and what still needs work.

Yes. Runa lets you assess technical, functional, and behavioral competencies based on what each organization needs. You can also configure rating scales and combine those results with goals or other performance criteria. This lets you look at performance from more than one angle. Because hitting a target matters, of course—but so does how someone works, how they collaborate, and what capabilities they still need to develop.

Continuous feedback makes it possible to talk about achievements and areas for improvement throughout the year, not only when the formal review comes around. That brings conversations closer to the moment something happened. It also supports one-on-one check-ins between each manager and their employees and helps follow up on topics that need attention. For many companies, waiting months to address a problem or recognize a strong result is simply too late.

A review can be the starting point for defining a development plan. Results can be turned into goals, competencies to strengthen, training actions, and follow-up agreements. That way, the review doesn’t end up as a score saved away until the next cycle. The information helps guide development conversations and clarify what each employee needs to work on.