What problems is Profit.co solving and how is that benefiting you?
Our midyear performance cycle was already in motion when we noticed a problem: several managers were still evaluating employees against goals that hadn’t been updated after a reorganization. In other situations, priorities had shifted in one-on-one conversations, but there was no dependable record of those changes anywhere. To correct course, we reopened the OKRs, realigned the active objectives to the department’s current priorities, and asked managers to complete a Check-in that clearly documented what had changed, which results were still measurable, and which work now fell outside the original plan. The Performance Review itself combined self-assessment, manager assessment, peer feedback, and a mix of results and competencies. Calibration surfaced another issue quickly—two managers were interpreting the rating scale in very different ways. We worked through real examples together, tightened the score descriptions, and only then used the 9-Box Matrix, instead of treating the visual as an objective answer on its own. For employees who needed a concrete next step, we created Individual Development Plans rather than leaving development guidance buried in a final comment. Profit.co didn’t eliminate judgment from the process, and it didn’t magically make every manager equally strong at evaluating performance. What it did provide was a single place to keep goals, updates, evidence, and review decisions. That made inconsistencies easier to catch before ratings were finalized and reduced the time HR spent reconstructing the cycle from spreadsheets, memory, and private messages. Review collected by and hosted on G2.com.