The previous approach was no longer up to date. Reviews were documented outside of a central system, progress was tracked manually, and reporting capabilities were limited.

The biggest challenges:

• paper-based and manual processes

• high administrative workload

• limited visibility into completion status

• limited reporting capabilities

• lack of structure for regular feedback

Harren Group now uses Personio Performance & Development to manage annual performance reviews across its German locations. Additional locations are being rolled out step by step.

The process follows a standardised structure, beginning with a self review in which employees reflect on the past year. They document what went well, where challenges occurred, and which areas for development they identify. Manager feedback then provides an additional perspective before employees and managers come together for the annual review conversation.

The results are documented directly in Personio and stored in the employee record. This turns a manual process into a clearly defined digital workflow.

Employees and managers can easily track the status of conversations and outstanding tasks. This simplifies preparation, reduces manual coordination effort, and creates more transparency throughout the entire process.

Even during ongoing performance reviews, Harren Group already uses data from Personio. The current status is reported to all managers on a weekly basis. This allows the People & Culture team to identify early on where reviews are progressing as planned and where additional support is needed, for example in the case of pending reviews, questions, or scheduling bottlenecks.

"We not only see that something has not yet been completed, but we can also better understand why," mentions Katharina Kuhlmann, Global Director People & Culture.

After the performance reviews are completed, the team evaluates not only completion rates but also training and development measures. This helps identify learning and development needs and plan future initiatives more effectively.

"A good tool creates structure, transparency, and efficiency. But for performance management to truly work, human interaction is equally important."

During the first digital review cycle, the main focus is on achieving acceptance across all stakeholders. That is why completion rate is currently the most important KPI.

"In this first round, the completion rate is the most important KPI for me."

The first priority is to establish the new structure across the organisation. Annual review conversations are the first step for Harren Group. In the future, the newly established workflow will be complemented by shorter, more regular employee check-ins.

Good leadership does not happen only once a year. Shorter, less formal conversations can help embed feedback more naturally into everyday work and support continuous employee development.