Performance, connected all year全年連貫的績效管理
Make the year’s work the basis of every review.讓全年工作，成為每次績效評核的根據
human vector keeps goals, 1:1s, feedback and reviews connected to real work—giving every performance conversation current context, all year round.human vector 把目標、1:1、回饋與評核連接至實際工作，讓每次績效對話全年都有最新脈絡可依。
Positive highlight正面重點Strong client impact, backed by 3 evidence items.對客戶帶來良好影響，由 3 項證據支持。
Development focus發展重點Escalate delivery risks earlier.更早提出交付風險。
The assistant assembles the evidence. Managers make the judgment.助手整理證據，判斷由主管作出。
Built for the people carrying the cycle為負責推行評核的人而設
A lighter process. A stronger management conversation.流程更輕巧，管理對話更有質素
Know how the team is doing without becoming the review system.了解團隊表現，毋須由你親自成為評核系統
See the evidence and team context needed for leadership decisions, while managers own the conversations with their people.掌握領導決策所需的證據與團隊脈絡，同時讓主管負責與團隊成員對話。
Run a consistent cycle without chasing every piece of context.毋須逐一追查脈絡，也能推行一致的評核週期
Keep evidence, drafts and calibration connected, then focus on manager quality, fairness and follow-through.連接證據、草稿與評級校準，把時間集中於主管質素、公平性及後續行動。
How it works運作方式
The work becomes the starting point—not a memory test.以實際工作作為起點，而非考驗記憶
The same connected context supports day-to-day performance and the year-end cycle.同一套連貫脈絡，同時支援日常績效管理與年終評核週期。
01 · Connected performance01 · 連貫績效管理
Keep goals close to the work.讓目標貼近日常工作
Align goals with business needs, track progress and bring current work evidence into 1:1s. Relevant wins, risks and support needs stay visible while they are still useful.按業務需要對齊目標、跟進進度，並把最新工作證據帶入 1:1。相關成果、風險與支援需要在仍有用時保持清晰。
- Goals connected to business priorities目標連接業務優先事項
- Real examples ready for 1:1s為 1:1 備妥實際例子
- Employee context added before the conversation員工可在對話前補充脈絡
✦1:1 preparation · Maya1:1 準備 · MayaCurrent work context最新工作脈絡
Updated已更新Q4 business target第四季業務目標70%
M
“Procurement delayed Northstar. I need support on pricing before Friday.”「Northstar 因採購流程而延遲。我需要在星期五前獲得定價支援。」
✦Review draft評核草稿Built from linked work evidence根據已連結工作證據整理
Manager editable主管可編輯Positive work highlights正面工作重點3 linked evidence items3 項已連結證據
Expanded a priority account and improved client handover, with progress visible in goal updates and client feedback.擴展重點客戶並改善客戶交接，成果可見於目標進度及客戶回饋。
Development focus發展重點2 linked evidence items2 項已連結證據
Escalate delivery risks earlier and confirm the support needed when ownership sits across teams.更早提出交付風險，並在權責跨越團隊時確認所需支援。
02 · Evidence-ready draft02 · 證據已備妥的草稿
Start balanced. Finish in the manager’s voice.從平衡草稿開始，以主管的判斷完成
The assistant pre-drafts positive and negative work highlights from evidence collected across the year. Managers review the sources, edit the language and add what emerged in the conversation.助手根據全年收集的證據，預先草擬正面與負面工作重點。主管檢視來源、編輯內容，並加入對話中所得的脈絡。
The draft is a starting point, not an automated verdict.草稿只是起點，並非自動判決。
03 · The review conversation03 · 評核對話
Use the 1:1 to discuss what matters next.把 1:1 用於討論真正重要的下一步
With the year already organised, the manager and teammate can spend the meeting on context, recognition, development and clear expectations.當全年工作已整理好，主管與團隊成員便可把會面時間用於脈絡、肯定、發展與清晰期望。
MTeammate團隊成員Adds context補充脈絡
Recognition · context · growth · next steps肯定 · 脈絡 · 成長 · 下一步
AManager主管Listens and decides聆聽並作出判斷
04 · Team calibration04 · 團隊評級校準
See the whole team before finalising a rating.落實評級前，先綜觀整個團隊
Bring review evidence and team context into the same discussion. Managers can compare the standards they are applying, surface gaps and make more consistent decisions.把評核證據與團隊脈絡帶入同一場討論。主管可比較所採用的標準、找出差距，並作出更一致的決定。
Human Vector supports the process. Client leaders retain the decision.Human Vector 支援流程，最終決定仍由客戶領導層作出。
MMayaStrong impact影響力良好4.0
JJonOn track進度理想3.0
LLeahStrong impact影響力良好4.0
RRaviExceptional表現卓越5.0
Human judgment stays central以人的判斷為核心
Support the decision. Never automate it.支援決策，而非自動代替決策
The assistant organises助手負責整理
Brings goals, work signals and check-in context together; prepares an editable starting point.整合目標、工作訊號與定期跟進脈絡，準備可編輯的起點。
Human Vector supportsHuman Vector 負責支援
Helps shape the process, challenge weak evidence and support managers through difficult conversations.協助設計流程、檢視薄弱證據，並支援主管處理困難對話。
Your leaders decide你的領導層作出決定
Managers and client leaders remain accountable for feedback, ratings, pay and employment decisions.主管與客戶領導層仍須對回饋、評級、薪酬及僱傭決定負責。
Why review cycles get stuck評核週期為何陷入停滯
The problem starts long before the form.問題早在填寫表格之前已經開始
Evidence arrives late證據來得太遲
Managers reconstruct months of work from memory, messages and scattered notes.主管要靠記憶、訊息與零散筆記，重新拼湊數月工作。
Feedback becomes vague回饋變得含糊
Without specific examples, recognition and development points are hard to act on.缺乏具體例子，肯定與發展重點便難以轉化為行動。
Ratings drift apart評級標準各自偏移
Managers apply different standards when team evidence is not visible together.當團隊證據無法放在一起查看，主管便容易採用不同標準。
FAQ
Questions before changing your review process.改變評核流程前的常見問題
Does the assistant decide someone’s rating?助手會決定員工評級嗎？
No. It organises evidence and prepares an editable draft. Managers and client leaders retain the judgment and final decision.不會。它整理證據並準備可編輯草稿；判斷及最終決定仍由主管與客戶領導層負責。
Do we need to replace our current tools?需要更換現有工具嗎？
Not necessarily. We first clarify your process and available work context, then agree the lightest practical setup.不一定。我們先釐清你的流程及可用工作脈絡，再協定最精簡可行的設定。
Can this support mid-year or probation reviews?可支援年中或試用期評核嗎？
Yes, when those checkpoints are part of the agreed priority and scope. The same evidence-and-conversation principles apply.可以，前提是相關檢視已納入協定優先事項及範圍；同樣以證據與對話為核心。
What does Human Vector do during the cycle?Human Vector 在評核週期中負責甚麼？
We support process design, evidence quality, manager preparation, calibration and follow-through within the agreed monthly priorities.我們在協定的每月優先事項內，支援流程設計、證據質素、主管準備、評級校準及後續行動。
Start with the review you have從現有評核流程開始
Make the next cycle easier to run—and more useful to discuss.讓下一個週期更容易推行，也更值得討論
Tell us where managers lose time, where context goes missing and what the business needs from performance reviews.告訴我們主管在哪些環節花費時間、哪些脈絡容易遺失，以及業務需要從績效評核得到甚麼。
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