G2

Anna H.

HR Manager

Computer Software

Mid-Market (51-1000 emp.)

8/5/2026

"Profit.co brought more clarity to goal alignment"

4.5/5

What do you like best about Profit.co?

OKR Management has been useful because it helps us organize objectives across the company, department, team, and individual levels, while still making it clear how everything connects. From an HR perspective, I don’t need to interfere with every technical or commercial goal, but I do need enough visibility to spot when teams are working in isolation, when too many Key Results depend on the same person, or when departments turn routine tasks into OKRs just to complete the cycle. That kind of visible alignment also helps employees understand why a priority shows up in their goals, instead of viewing it as just another initiative coming from leadership with little context. Our first implementation also exposed a problem we had created ourselves: every manager wrote OKRs in their own style. Some used measurable outcomes, while others wrote goals like “improve team communication” or “support business growth.” The wording sounded positive, but progress couldn’t be assessed without reopening the same discussion about what success was supposed to mean. Profit.co supports percentage, numeric, milestone, and KPI-based Key Results, so after the first cycle we created internal examples and required every KR to include a measure, a data source, and an update frequency. Review collected by and hosted on G2.com.

What do you dislike about Profit.co?

Profit.co covers a lot of ground: OKRs, KPIs, tasks, performance reviews, 360 feedback, engagement, recognition, meetings, project management, and AI Agents can all live in the same environment. That breadth can help reduce the number of disconnected systems, but it also makes the initial setup feel heavier than it needs to be. The navigation can feel dense, especially for new users and administrators who are still figuring out how the different modules connect and relate to one another. We saw better adoption once we narrowed the first rollout to the parts people actually needed, instead of introducing every available feature as if everything had to be used from day one. Review collected by and hosted on G2.com.

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.