Positive relationships between leaders and group members underpin engagement. At the heart of these relationships are honest and open conversations about performance and career development.Book a demo
Yes – in fact we recommend it. We’ve dealt with all sorts of complexity and nuance. From bespoke partner cycles to differentiated approaches for business services and support staff, we’ve launched hundreds of review cycles and dealt with all sorts of configuration requirements. We can also guide you through the design to help you achieve your performance and feedback objectives while creating a great user experience.
The 360° tool (we call it contributor feedback) can be used for multiple purposes. It can be used as a traditional 360° tool (you bring the content), and it can be used to gather multi-source feedback for review cycles. The multi-source feedback can be qualitative and quantitative, and attributable or anonymous.
Partner reviews are different to employee reviews for several reasons:
There’s more at stake, so avoiding confusion and anxiety is critical. The key inputs need to be laid out clearly and logically. The software needs to be flexible to fit the firm’s nuanced contribution assessment framework. This provides consistency and assurance. We see too many software companies trying to make the process fit with their technology.
The software needs to be reliable and proven. We notice partners often get to self-assessment writing later in the day. This heightens the risk of user error. Great design, clear inputs and smart features such as auto-save can make the difference between a positive experience and a negative one.
Partner reviews need to take on a broad range of contribution factors, in line with the partner role. Our software gathers a broad range of inputs for fair and objective assessment. We integrate external data sources (e.g. financials, client feedback and engagement scores), contributor feedback, and objectives and capability data.
You’re not on your own when you work with us. You can leverage our experience advising on partner contribution – from designing partner contribution frameworks and enabling partner collaboration, to advising on partner compensation. We can help your firm develop an integrated, end-to-end approach for partner contribution management.
No. The idea that an annual review alone is enough should be contested. We advocate regular feedback through the year. But formal conversations have their place too as they complement ongoing real-time feedback and objective updates. We think a formal review that consolidates performance feedback in line with the natural cadence of the financial year or before salary reviews or profit allocations makes sense. There’s a lazy narrative that says reviews are pointless, without paying any attention to the quality of the review. Think of it another way: would any professional object if a client asked for a periodic review to discuss what has happened in the last year and to plan for the next? No.
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