H2R 202 · GROW
Talent development connects goals, feedback, skills, learning, performance, and internal opportunity.
Managers and employees maintain goals and development plans; reviews and learning evidence support fair decisions without replacing human judgment.
HR MANAGER LENS
What must the business decide?
This capability becomes useful only when policy, ownership, employee experience, controls, measures, and exceptions are explicit.
Performance philosophy
Decide how goals, competencies, feedback, ratings, acknowledgements, and calibration support business and employee outcomes.
Development model
Connect skills, aspirations, learning, development plans, mentoring, and internal opportunities without treating a rating as the whole person.
Decision fairness
Define human accountability, calibration evidence, accessibility, privacy, and review or challenge routes.
Operating rhythm
Set cycles, owners, completion conditions, follow-up actions, and how development evidence informs—not automatically dictates—pay or mobility.
ACCOUNTABILITY
Who owns what?
Employee
Owns goals, self-reflection, development interests, learning and evidence.
Manager
Coaches, assesses, documents decisions, and follows through on development actions.
HR / talent / learning
Owns templates, route maps, rating and calibration governance, content, analytics, and exceptions.
ONE RECORD TRAIL
Follow one decision into its successor evidence
These records are connected, but they do not share one owner, date model, permission boundary, or completion status.
- 01PLANGoal, competency or development need
Business priorities, role expectations and employee aspirations establish the intended growth.
- 02REVIEWGoal plan and performance form
Evidence, comments, ratings and route-map status record the review conversation.
- 03CALIBRATECalibration session and rationale
Authorised reviewers compare decisions and preserve the reason for any adjustment.
- 04FOLLOW THROUGHDevelopment plan, learning or opportunity
Named actions, due dates, learning evidence and mobility outcomes continue after form completion.
CONSULTANT LENS
How SAP represents the capability
Goal plans, Performance Management form templates, route maps, competencies, rating scales, calibration sessions, development plans, learning assignments and talent permissions form related but distinct records. Route maps control review stages and roles; calibration supports a governed discussion rather than replacing managerial accountability.
DIAGNOSTIC EVIDENCE
Diagnose using the owning record and hand-off
Separate an undesired business result from missing setup, failed execution, wrong effective date, insufficient permission, or broken integration.
Goal source, alignment, measures, status, skills or competency evidence, development interest and learning need.
Form template, route-map step, participant, comments, ratings, signatures, completion and reopen history.
Calibration decision, learning assignment, development action, internal opportunity, ownership and due date.
OPERATING VIEW
Exceptions and measures that deserve ownership
Common exceptions
- Form is stuck at the wrong route-map step
- Manager or employee changes during the cycle
- Required learning or development action has no owner
- Calibration changes a rating without sufficient rationale or communication
Useful measures
- Cycle completion and overdue route steps
- Goal and development-plan quality reviews
- Mandatory learning completion and overdue risk
- Internal mobility and agreed development-action completion
WORKED SCENARIO
One decision carried into system evidence
A buyer links a negotiation goal to a development plan and learning assignment. The manager reviews evidence through the route map, a calibration discussion records its rationale, and the agreed development action remains owned after the form completes.
- What decision is each form or rating intended to support?
- Which roles see comments, ratings, potential, or calibration data?
- What happens when reporting lines change mid-cycle?
- How are development actions funded, assigned, measured, and followed up?
Connect this capability to lifecycle hand-offs, integration ownership, payroll, Finance, and exception triage.