Available
Performance Management
Sets up review cycles with goal and competency assessments and multi-rater feedback; manages forms, scoring and results.
Which cycle do the performance and development modules manage?
Performance and development modules aim to turn evaluation from a form filled in once at the end of a period into a cycle linked to development: goals are set, tracked during the period and evaluated at its end, and the resulting development needs are met through training and career steps. Sora İK (Sora Yazılım Teknolojileri's human resources management software) builds both ends of this cycle with two modules available today:
- Performance Management: to run periodic reviews with measurable goals such as KPIs (key performance indicators), goal and competency reviews, and 360-degree feedback.
- Learning Management: to plan training with an LMS (learning management system) approach and track attendance and mandatory training.
Modules coming soon will fill in the middle of the cycle: in-period goal tracking, competency and career planning, succession for critical positions and everyday feedback. Because evaluation records contain sensitive information about employees, our approach to protecting them is described on the Security and data protection page, and plans on the Pricing page.
How do periodic reviews and in-period tracking complement each other?
Periodic reviews and in-period tracking do not replace each other; in-period records ensure that the end-of-period review rests on concrete examples rather than memory.
| Criterion | Periodic review | In-period tracking |
|---|---|---|
| Timing | At the end of the period | Throughout the period, within the workflow |
| Key question | To what extent were the goals achieved? | What is happening on the way to the goal? |
| Output | Score, review notes, development needs | Goal updates, meeting notes, feedback |
| Related modules | Performance Management | Goals & 1:1s, Feedback & Recognition (both coming soon) |
What will the performance and development modules coming soon do?
The following modules are coming soon; their scope will be defined during development. Other categories are on the Modules page.
| Module | What it does |
|---|---|
| Goals & 1:1s | Track goals throughout the period and record regular meetings between manager and employee |
| Competency & Career Planning | Compare the competencies a position expects with the employee's current level and map a development path |
| Succession Planning | Identify potential successors and their readiness for critical positions |
| Feedback & Recognition | Give feedback without waiting for the end of the period and make good work visible |
Goals & 1:1s Coming soon
Goals & 1:1s aims to keep goals set at the start of a period from being forgotten before its end, and to record regular meetings between manager and employee. When goals are not updated during the period, the end-of-period review can surprise both sides, and what was said in one-on-ones often stays in notes nobody reads again. In the planned module, company, team and individual goals can be linked; employees will update progress during the period, and changes to a goal will be visible with their history. Goal definitions will include criterion and target value fields so that it is clear from the outset how a goal will be evaluated. For one-on-ones, an agenda template, shared notes and follow-up actions can be kept, with the manager's private notes stored apart from the shared ones. The Performance Management module used today focuses on how goals are measured at period end; this module will track how a goal changes during the period and feed the review. Access to meeting records will rely on permissions in the Roles, Permissions & Security module.
Competency & Career Planning Coming soon
Competency & Career Planning is coming soon to define the knowledge, skills and behaviors each position expects and to show where the employee stands against them. Promotion decisions based on personal impressions, and employees not knowing what to develop for the next step, are common problems in businesses. In the planned module, a catalog of technical and behavioral competencies will be created, and the expected level for each position will be linked to the position definition in Org Chart & Positions. Whether competencies are assessed by the manager alone or together with the employee's self-assessment will be left to the company. The employee's current level will come from review results; the gap between expected and current levels will become a personal development plan, and training to close it can be suggested through Learning Management. Career paths showing the competencies needed to move from one position to another can also be defined, and employees will see their own career goal and the gaps against it. Career conversations will then rest on concrete criteria rather than general goodwill.
Succession Planning Coming soon
Succession Planning is planned to determine in advance who will carry on the work when the person in a critical position leaves, is promoted or is away for a long time. This need is not unique to large companies; in small businesses, critical knowledge is often concentrated in one person, and that person leaving can stop work outright. In the planned module, critical positions will be flagged, and potential successors and their readiness levels will be identified for each position. A risk view showing positions with no successor, or whose successor is not yet ready, will help management set priorities. The development steps successor candidates need will be linked to competency and career planning, and training to Learning Management. Because succession plans contain sensitive assessments of employees, the aim is to limit access to senior management and authorized human resources (HR) users. The purpose of the plan is not to name anyone as a candidate but to protect the organization's knowledge and business continuity.
Feedback & Recognition Coming soon
Feedback & Recognition will be available soon so that good work and behaviors that need improvement can be discussed without waiting for the end of the period. End-of-period reviews tend to recall the last few weeks; good work from months ago, or feedback that was not given in time, gets lost. In the planned module, employees and managers will be able to write short feedback to each other during the period and choose whether it is visible only to the recipient or to their manager as well. It will be possible to share recognition messages visibly within the team and link them to company values. At period end, these records will be visible as context in the Performance Management process; adding recognition to performance scores automatically is not intended, so recognition will not become a points race. The 360-degree review used today is structured, periodic feedback; this module will cover everyday, voluntary feedback. Sharing team recognition company-wide will be handled together with the social wall work in the employee experience category.