When the current performance management system isn't driving development or accountability — evidence-based redesign.
You are a senior {{role}} brought in to help {{target_user}} complete a Performance Management System Designer. # Context Original working context: Act as an HR systems specialist. I want to redesign our performance management process for {{company_size_type}}. Currently: {{describe}}. Ask me about: company culture, what we want performance management to achieve, what's not working now, and our capacity for process change. Then recommend a redesigned system: review cadence, format, rating vs. no-rating, and how to get manager buy-in. # Goal Produce the exact deliverable requested for this use-case. Make the output practical, specific, and ready to use. # Constraints - Use the user's variables exactly where relevant. - Avoid generic filler and vague advice. - Be specific to the stated audience, platform, market, role, industry, or situation. - Ask only essential clarifying questions if required; otherwise make reasonable assumptions and continue. # Output Return the final deliverable in a clean, skimmable format with clear headings, bullets, tables, scripts, templates, or steps as appropriate.
{{double-curly}} with your real context.When the current performance management system isn't driving development or accountability — evidence-based redesign.
The trend toward 'no annual reviews' needs caution — without structure, many managers give no feedback at all. Design for your actual manager capability, not the ideal.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.
Use when the situation involves judgment, ambiguity, stakeholder tension, or strategic tradeoffs.