Positive正面Expanded Atlas to HK$420K將 Atlas 業務擴展至 HK$420KGoal update · CRM · client feedback目標進度 · CRM · 客戶回饋
3Performance, connected all year全年連貫的績效管理
Make the year’s work the basis of every review.讓全年工作，成為每次績效評核的根據
human vector keeps goals, 1:1s, feedback and reviews connected to real work—giving every performance conversation current context, all year round.human vector 把目標、1:1、回饋與評核連接至實際工作，讓每次績效對話全年都有最新脈絡可依。
Year-end review · Maya年終評核 · Maya12 months of linked work evidence已連結 12 個月的工作證據
Draft ready草稿已備妥Agent pre-draft助手預先草擬
Work highlights工作重點
24 signals24 項訊號Needs attention需留意Two late-stage deals slipped兩項後期交易延遲Pipeline review · 1:1 notes銷售管道檢討 · 1:1 紀錄
2Manager note added after 1:1主管於 1:1 後加入備註“Procurement caused the delay; Maya escalated early.”「延誤由採購流程引起；Maya 已及早上報。」Manager judgement主管判斷
See the whole team before you decide.作出決定前，先綜觀整個團隊
Ratings aligned評級已對齊Evidence and team context visible可同時查看證據與團隊脈絡
A lighter process.
A stronger management conversation.流程更輕巧，管理對話更有質素
For founders適合創辦人
For founders適合創辦人
Know how the team is doing without becoming the review system.了解團隊表現，毋須由你親自成為評核系統
- See the evidence and team context needed for leadership decisions.掌握領導決策所需的證據與團隊脈絡。
- Keep review conversations owned by each manager.由每位主管負責與團隊成員進行評核對話。
For HR leads適合 HR 主管
For HR leads適合 HR 主管
Run a consistent cycle without chasing every piece of context.毋須逐一追查脈絡，也能推行一致的評核週期
- Keep evidence, drafts and calibration connected.連接證據、草稿與評級校準。
- Focus on manager quality, fairness and follow-through.把時間集中於主管質素、公平性及後續行動。
For managers & employees適合主管與員工
For managers & employees適合主管與員工
Spend less time tracking the work—and more time discussing what matters.少做手動追蹤與回想，多談真正重要的事
- Keep goals, 1:1s, feedback and evidence connected.讓目標、1:1、回饋與工作證據保持連貫。
- Stop reconstructing the year from memory.毋須再憑記憶重組全年工作。
- Make useful conversations easier to have.更容易展開有用的對話。
Connect quarterly targets, day-to-day work and fair year-end decisions.讓季度目標、日常工作與公平的年終決定彼此連結
Turn quarterly targets into clear expectations.把季度目標轉化為清晰期望
Line managers translate business KPIs into team and individual goals, so each person knows what success means in their work.直屬主管把業務 KPI 轉化為團隊及個人目標，讓每位成員都清楚自己的工作如何定義成功。
Performance assistant績效管理助手Connected to your work systems已連接你的工作系統
Hi Maya, Alex has translated the Q4 revenue target into a goal draft. Review the measures together before you confirm them.Maya，你好。Alex 已把第四季收入目標轉化為目標草稿，請你們一起檢視衡量標準後再確認。
Q4 individual goal: $600k new revenue第四季個人目標：新增收入 $600KMaya · Sales executiveMaya · 銷售主任
Priority deals owned負責重點交易2 / 6
Revenue contribution收入貢獻$200K / $600K
Qualified pipeline target合資格銷售管道目標3× coverage
Business target業務目標Grow priority revenue提升重點業務收入
Team goal團隊目標Win six priority accounts取得六個重點客戶
Manager support主管支援Pricing approvals and deal coaching定價審批及交易指導
The measures are clear. Add that I will lead the Atlas and Northstar deals, with Alex supporting pricing approvals and deal coaching.衡量標準很清晰。請補充我會主導 Atlas 及 Northstar 交易，Alex 則協助定價審批及交易指導。
Turn current work into useful goal context.把最新工作轉化為實用的目標脈絡
In a supported, client-approved setup, relevant activity can feed goal context and draft updates across the tools where managers already work. Managers review the evidence and confirm progress.在獲支援並經客戶批准的設定下，相關工作活動可轉化為目標脈絡及更新草稿，並送到主管日常使用的工具。主管檢視證據並確認進度。
HubSpotCRM activityCRM 活動
SlackTeam discussion團隊討論
GoogleDocument threads文件討論Understand理解Connect連接Route傳送
Q4 Dashboard第四季儀表板Priority accounts重點客戶4 / 6
Draft Slack updateSlack 更新草稿Goal progress ready for manager review目標進度已備妥，等待主管檢視Start each 1:1 with a useful agenda.每次 1:1 都從實用議程開始
Before each 1:1, the AI assistant can read the connected context and suggest an agenda. The manager checks the priorities, adds judgment and leads the conversation.每次 1:1 前，AI 助手可閱讀已連接的工作脈絡並建議議程。主管檢視優先事項、加入判斷並主導對話。
✦Suggested 1:1 agenda · Maya建議 1:1 議程 · MayaPrepared from current work context根據最新工作脈絡準備
Manager editable主管可編輯Recognise progress肯定進度Atlas account expandedAtlas 客戶已擴展
Unblock current work解除目前工作障礙Pricing approval is still needed仍需定價審批
Agree the next focus確認下一步重點Escalate delivery risk earlier更早提出交付風險
Start with the year’s evidence, not recent memory.從全年證據開始，而非只靠近期記憶
At year end, the assistant can suggest highlights and lowlights from the individual’s connected work. The manager reviews sources, edits the language, adds context and decides the final narrative and rating.年終時，助手可根據員工全年已連接的工作，建議表現亮點與需要改善之處。主管檢視來源、編輯內容、補充脈絡，並決定最終評語與評級。
✦Suggested review draft建議評核草稿Built from the year’s linked evidence根據全年已連結證據整理
Manager editable主管可編輯Suggested highlight建議表現亮點3 evidence items3 項證據
Expanded a priority account and improved client handover.擴展重點客戶並改善客戶交接。
Suggested lowlight建議改善重點2 evidence items2 項證據
Delivery risks were not always escalated early enough.交付風險有時未能及早提出。
Check that the rating and the evidence agree.檢查評級與證據是否一致
Managers compare ratings alongside the written evidence. They test whether a 3/5 reflects a similar standard across people, calibrate gaps and decide every final rating.主管把評級與書面證據並排比較，檢視不同員工的 3/5 是否代表相若標準、校準差異，並決定每項最終評級。
MMayaEvidence supports rating證據支持評級4.0
JJonReview consistency檢視一致性3.0
LLeahEvidence supports rating證據支持評級4.0
RRaviCheck team standard檢查團隊標準5.0
Traditional reviews break because people need to reconstruct the year, by hand and memory.傳統評核失效，是因為大家需要重新拼湊全年工作
Earlier work and current context fade from view較早工作與最新脈絡逐漸被遺忘
1:1 notes capture moments, not the full record. By year end, managers may rely on recent memory, stale reports and partial examples instead of current evidence from across the year.1:1 筆記只能記錄個別時刻，未能保留完整紀錄。到了年終，主管或會依賴近期記憶、過時報告和零散例子，而非涵蓋全年的最新證據。
Calibration lacks a shared basis評級校準缺乏共同依據
When each employee’s evidence is incomplete or structured differently, managers struggle to compare performance and apply ratings consistently.當每位員工的證據都不完整，或整理方式各異，主管便難以比較表現並一致地評定評級。
Everyone rebuilds the record人人都要重新整理紀錄
Employees and line managers spend hours searching across systems, reconciling months of work and completing reports by hand.員工與直屬主管花上數小時翻查不同系統、整理多個月的工作，並人手填寫報告。
HR spends the cycle chasingHR 不斷追趕進度
HR repeatedly follows up for missing evidence, late submissions and inconsistent inputs, adding coordination without improving the conversation.HR 要反覆追收遺漏證據、逾期報告和不一致的資料，增加大量協調工作，卻未能改善評核對話。
The conversation can become defensive對話有時會變得防禦性較強
When evidence is incomplete or feedback arrives as a year-end surprise, managers and employees may become defensive—making honest, constructive discussion harder.當證據不完整，或回饋到年終才突然出現，主管與員工有時會變得較為防禦，令坦誠而具建設性的討論更難進行。
AI-supported, evidence-backedAI 輔助，以證據為本
AI prepares the draft. Managers own every decision.AI 準備初稿，每個決定仍由主管作主
AI builds the first draftAI 準備初稿
Brings goals, work signals and check-in context together in an editable draft grounded in evidence from real work.整合目標、工作訊號與定期跟進脈絡，根據實際工作的證據準備可編輯初稿。
Managers focus on the conversation主管專注於對話
Add context, support their people and make every final decision—without using the conversation to reconstruct the year.主管補充脈絡、支援團隊並作出所有最終決定，毋須在對話中重新拼湊全年工作。
Human Vector strengthens the processHuman Vector 強化流程
We design the process, improve evidence quality and support managers through calibration and difficult conversations.我們設計流程、提升證據質素，並在評級校準與困難對話中支援主管。
FAQ
Questions before changing your review process.改變評核流程前的常見問題
Does the assistant decide someone’s rating?助手會決定員工評級嗎？
No. It organises evidence and prepares an editable draft. Managers and client leaders retain the judgment and final decision.不會。它整理證據並準備可編輯草稿；判斷及最終決定仍由主管與客戶領導層負責。
Do we need to replace our current tools?需要更換現有工具嗎？
Not necessarily. We first clarify your process and available work context, then agree the lightest practical setup.不一定。我們先釐清你的流程及可用工作脈絡，再協定最精簡可行的設定。
Can this support mid-year or probation reviews?可支援年中或試用期評核嗎？
Yes, when those checkpoints are part of the agreed priority and scope. The same evidence-and-conversation principles apply.可以，前提是相關檢視已納入協定優先事項及範圍；同樣以證據與對話為核心。
What does Human Vector do during the cycle?Human Vector 在評核週期中負責甚麼？
We support process design, evidence quality, manager preparation, calibration and follow-through within the agreed monthly priorities.我們在協定的每月優先事項內，支援流程設計、證據質素、主管準備、評級校準及後續行動。
Make the next review cycle easier to run—and more useful to discuss.讓下一個評核週期更容易推行，也更值得討論
Use a 30-minute conversation to identify where managers lose time, where context goes missing and a practical place to start.用 30 分鐘找出主管在哪些環節花費時間、哪些脈絡容易遺失，以及一個實際的起點。