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Time to Bring that JD and the Resume back into the performance review discussion!

SITUATIONSHIP VS A RELATIONSHIP AT THE WORKPLACE—Forgotten JDs and Resumes! 



Appraise an employee, but never forget what it tells you about your hiring decision, the JD that you crafted, the resume that you fell for, the goals that were set, the stage and state of the function/department, and the leadership that was in place!

We met the person's business goals and targets, but how did the leadership equity contribute to it, and how did the function's programs add to this success? Did the JD find its full worth? Did it add significant value to the person's resume?  Did it even do a better job than the person was already doing in her previous job? What happened to those promises and the potential for growth of the person? 

Resume loved and forgotten, interview feedback collected and forgotten, and the job description crafted and gutted! Why does all this happen when we review an employee's performance for the first time!

What if we brought into the review discussion all our vows, all promises, apprehensions, and excitements, and some half-baked assumptions, from interview time to the goal setting to nudges/feedback, 1-1s, and mentoring data to the table to appraise not just the employee but the real worth of the role, the leadership behind its success, and all the challenges the role and the person encounter during this journey! 

Presenting a thoughtful and strategic approach to performance review, combining the Job Description (JD), resume, and all relevant feedback and metrics (OKRs, MBOs, subjective reviews) to ensure a fair, transparent, and holistic appraisal. Let’s break down the methodology and best practices for such a review, using your scenario and the resume provided as a reference.

1. Role Review vs. Person Review: Why Both Matter

  • Role Review:

    • Purpose: To assess whether the role itself is delivering the impact it was designed for, as justified in the original business case.
    • Metrics: Use OKRs (Objectives & Key Results) for quantifiable impact (e.g., revenue growth, market share, process efficiency, innovation, NPS, etc.).
    • Accountability: Success/failure is shared among the employee, hiring manager, function head, and executive leadership. The role’s design, resources, and strategic alignment are as critical as the person occupying it.

  • Person Review:

    • Purpose: To evaluate the individual’s performance, growth, and alignment with the role’s expectations.
    • Metrics: MBOs (Management by Objectives), peer/manager/client reviews, and subjective feedback.
    • Accountability: Focuses on the employee’s execution, adaptability, and contributions, but also considers mentorship, leadership support, and development opportunities.

2. Bringing JD and Resume Together: The Appraisal Table

A. Job Description (JD) Analysis

  • What the Role Does:
    • Define the business metrics it impacts (e.g., for sales: revenue, market share, trade ROI, digital shelf presence, etc.).
    • Clarify strategic and operational responsibilities.
    • Identify cross-functional impact (collaboration with marketing, supply chain, finance, etc.).
  • Performance Metrics:
    • Use OKRs for quantifiable goals.
    • Supplement with qualitative goals (innovation, leadership, culture, NPS, etc.).

B. Resume Analysis

  • Who Fits the Role:
    • Education (optional for some firms like Zoho).
    • Experience: Years, industries, scale, and scope.
    • Responsibilities managed: team size, budgets, channels, and projects.
    • Success achieved: Quantifiable results, awards, and recognitions.
    • Readiness for new challenges: Evidence of adaptability, learning, and growth.

C. Interview & Hiring Data

  • Feedback:
    • Interview notes, panel feedback, and reference checks.
    • Alignment with JD and business case at the time of hiring.

3. Holistic Performance Review Framework

A. Chronological Data Gathering

  • Collect:
    • All OKR and MBO data.
    • Subjective feedback (peer, manager, client).
    • Chronology of achievements, challenges, and development.

B. Synchronicity & Alignment

  • Check:
    • How closely the person’s work aligns with the JD and business case.
    • Whether the role’s impact matches the original expectations.
    • Any drift between role design and actual execution.

C. Mentorship, HR Development, Leadership Equity

  • Assess:
    • Support provided to the employee (mentorship, training, resources).
    • Leadership’s role in enabling or hindering success.
    • HR programs for development and retention.

D. Accountability Attribution

  • Analyze:
    • How much of the role’s success/failure is due to the employee, hiring manager, function head, or executive leadership?
    • Was the role set up for success? Were there systemic barriers?

4. Best Practices for Transparent Review

  • Use OKRs for Role Review:

    • Set clear, measurable objectives for the role itself.
    • Track progress and impact over time.
    • Review if the role’s existence continues to justify its cost and strategic value.

  • Use MBOs and Feedback for Person Review:

    • Evaluate the individual’s achievement of objectives.
    • Incorporate 360-degree feedback.
    • Consider growth, adaptability, and contributions beyond metrics.

  • Document Everything:

    • Keep a record of all feedback, metrics, and decisions.
    • Ensure transparency and fairness.

  • Review Leadership & Organizational Support:

    • Did leadership provide the necessary resources and guidance?
    • Was the function aligned with the firm’s strategy?

5. Applying This to the Provided Resume

Example: Revathy Kolam’s Resume vs. Sales JD (a real resume and a published JD compared)

  • JD Metrics: Revenue growth, market share, trade ROI, digital shelf presence, team leadership, and cross-functional collaboration.
  • Resume Evidence:
    • 33% YoY sales growth, ₹2.3 Cr incremental revenue, 22 pp trade ROI improvement, +110 bps market share, digital shelf uplift, team management, and cross-functional projects.
  • Interview Feedback: (Hypothetical) Strong strategic thinking, proven execution, and leadership potential.
  • Performance Review:
    • OKRs: Did the role deliver on revenue, market share, and digital transformation?
    • MBOs: Did the person meet/exceed targets, lead the team effectively, and drive innovation?
    • Feedback: Positive from peers and managers, evidence of mentorship and development.
    • Leadership Support: Was the role empowered with resources and strategic alignment?

6. Conclusion: The Holistic Review

  • Justice to the Person:
    • Did we recognize and reward the expertise and success brought to the role?
    • Did we provide growth and development opportunities?
  • Justice to the Role:
    • Did the role deliver on its business case?
    • Is it still relevant and impactful?
  • Justice to the Function & Firm:
    • Did leadership and HR support the role and person adequately?
    • Is there alignment between strategy, role, and execution?

Final Thoughts

This approach ensures a free, fair, transparent, and honest review—balancing the evaluation of both the role and the person and holding all stakeholders accountable. Using OKRs for role review and MBOs for person review, combined with qualitative feedback and leadership assessment, creates a robust framework for performance management.

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