---
esco_uri: http://data.europa.eu/esco/skill/5cfd2ec5-ef34-4e3b-9397-e580b903d716
esco_label: "evaluate performance of organisational collaborators"
relation: optional
onet_soc: 11-3121.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# evaluate performance of organisational collaborators — HR Manager

As an HR Manager, 'evaluating performance of organisational collaborators' isn’t just about annual reviews; it’s woven into almost *everything* you do. Daily, this means analyzing data from various sources – performance management systems (like Workday or SuccessFactors), 360 feedback reports, project completion rates, even anecdotal evidence from skip-level meetings. You're looking beyond simple 'meets expectations'. Are high performers being stretched? Is someone consistently underperforming *despite* training and support, indicating a role mismatch? It’s about identifying patterns – team strengths/weaknesses, skill gaps needing development, potential for promotion, or the need for performance improvement plans (PIPs). 

Typical tasks include designing effective KPIs aligned with strategic goals, ensuring review processes are fair & legally compliant, and coaching managers on *how* to deliver constructive feedback. Tools go beyond software; you’ll use calibration meetings to ensure consistency in ratings across departments, and potentially psychometric assessments for leadership potential. A key pitfall is relying solely on easily quantifiable metrics – ignoring qualitative contributions or focusing too much on recent performance (recency bias). Another is failing to address systemic issues contributing to poor performance - it's rarely *just* the individual.

Good looks like a proactive, data-informed approach. It’s not about ‘policing’ employees but fostering growth and aligning individual contributions with company objectives. You’re able to identify both top talent needing nurturing *and* underperformers requiring support or, if necessary, managed exit strategies. Crucially, you can demonstrate how performance evaluations directly contribute to improved business outcomes – increased productivity, reduced turnover, stronger employee engagement.

Finally, remember this competence isn't isolated. It feeds into succession planning, compensation decisions, learning & development programs, and even recruitment (understanding what 'good' looks like helps refine job descriptions). A strong HR Manager uses performance evaluation as a strategic lever to build a high-performing, engaged workforce.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
