Performance: Scorecard → Daily Report → Appraisal

This is the whole chain, end to end, with a real employee as the worked example.

Four documents do four different jobs. Most confusion comes from expecting one of them to do another's work.

The scorecard sets the bar. The daily report is the evidence. The appraisal is the verdict. The appraisal is not a new opinion — it is a reading of what the other three already recorded.

Who fills in what — the short answer

Both. Different parts, in order. This is the question everyone asks first, so here it is plainly.

The employee never scores themselves on the KRAs. They give a self rating and write their reflections — their account of the period. The KRA scores are the manager's, and the final score is calculated, not typed.

The system enforces this. An employee can open and edit their own appraisal but cannot submit it — only HR Manager, HR User or System Manager can. So an appraisal cannot be closed by the person being appraised.

If nobody has time for steps 3 and 4

They are optional. A manager can score the KRAs and submit, and you still get a valid appraisal. You lose the employee's own voice in it, which is worth something — but a completed appraisal without reflections beats an empty one.

Part 1 — The Job Scorecard defines the bar

Open Job Scorecard → the employee's card.

The KRA table is what they are graded on. Each row has:

• Key Result Area — the area of accountability
• Weightage — how much it counts. All rows must total 100%
• Target — what good looks like, as a number

A KRA without a target cannot be scored fairly, because two people will read it differently. "Graphic design competency" is an opinion. "8 on-brand graphics per month" is a fact you can check.

The Routine Schedule tab holds the daily, weekly and monthly tasks that flow onto the person's daily report. The Reporting tab links the Daily Work Report Template that decides which output figures are counted automatically.

Part 2 — The Daily Report is the evidence

Every working day the employee's report is created at check-in, pre-filled with their scorecard tasks. They mark each Done / Not Done / Blocked, write what it produced, and submit at shift end.

Three things accumulate over a cycle, and all three feed the appraisal:

1. Task completion — did they do the assigned work
2. Auto-fetched output — bookings, invoices, payments, content, counted by the system, not typed by anyone
3. Ratings — the employee's self rating and the manager's rating

By the end of a six-week cycle there are roughly 30 reports. That is the evidence base. You are not remembering the period — you are reading it.

Part 3 — Goals are optional, and narrower than people expect

A Goal is a single objective for a period, with progress. Use one when something matters that the routine work does not cover — "Launch the partner portal", "100 daily customer outreach".

Two things to know:

• A Goal belongs to one person. There is no company goal that cascades down into everyone's goals. Company-level targets live in Quality Goal, and are brought down to people through scorecard KRAs, not through Goal.
• Goals are optional. An appraisal works perfectly well without any.

Part 4 — Running an appraisal, click by click

Step 1 — Create the cycle

Appraisal Cycle → New

• Cycle Name — say what it is: "Intern Digital Marketer Probation 2026"
• Start Date / End Date — the period being judged
• Company

⚠️ The dates must actually cover the period the person worked. This is the most common mistake and it silently produces a score of zero — see the worked example below.

Step 2 — Add the employees

In the cycle, add the employees under review and their Appraisal Template. The template carries the KRAs and weights that will be scored. Use the template that matches their designation — the KRAs should mirror their Job Scorecard.

Then Create Appraisals. One Appraisal document is created per employee.

Step 3 — The employee reflects

The employee opens their own Appraisal and fills Self Ratings and Reflections. This is their account of the period, in their words.

Step 4 — The manager scores each KRA

Open the Appraisal → appraisal_kra table. For each KRA set Goal Completion (%) — how much of that target was met.

Do not guess this number. Read it. For each KRA, open the evidence:

The system calculates Goal Score from completion × weightage, and Final Score from all rows.

Step 5 — Feedback and submit

Add Employee Performance Feedback from anyone else who worked with them, write your Remarks, then Submit. A submitted appraisal is the record.

Worked example — Amir Abdelkader Seid, Intern Digital Marketer

Real data, real employee, cycle 29 June – 10 August 2026.

What his scorecard demands

What the system recorded

Reading that into scores

• Systems/workflow — "log all work in ERP daily by day 30": 37 reports filed and submitted out of 37 working days. Met. 100%.
• Course completion & task execution — "100% DWR submitted": 37 of 37. Met on the reporting half. 100% on that portion.
• Video editing — "4 videos/month": the system shows 5 Content items across six weeks, of which 3 reached Ready to Publish. Against a target of roughly 6 videos over that period, this needs the manager to open those five items and judge what they were. The number points you at the evidence; it does not replace opening it.
• Graphic design — "8 graphics/month": same source, same five items. The gap between 5 items total and 8 graphics per month is the conversation.
• Paid social advertising: no target was ever set, so it cannot be scored fairly. Set a target before the next cycle rather than inventing one now.
• Attendance and commitment: 0 absences in 37 days and 32 hours of overtime. That is worth saying out loud in the remarks.

Two problems this example exposed

1. His appraisal was attached to the wrong cycle. It sat on "Probation Review April 2026" — 11 April to 11 May. He joined on 29 June. The window closes before he starts, so there was nothing to score and the final score read 0.00. Fixed: moved to "Intern Digital Marketer Probation 2026", which matches his joining date exactly.

2. No appraisal template was attached, so the KRA table was empty. A score of zero was inevitable regardless of how he performed.

Neither of those is about Amir. They are setup mistakes that produce a confident-looking zero, which is worse than no score at all. Check the cycle dates and the template before reading any final score.

The honest gap

Not one of his 37 reports was rated by a manager. So the appraisal has task completion, output figures and attendance — but no quality signal at all from the period it covers. The self rating does not fill that hole: 46 of his reports carry a self rating of 0 stars.

An appraisal is only as good as what was recorded while the period was running. Rating reports as they come in is what makes the appraisal easy at the end.

Quick answers

Do I have to use Goals? No. Scorecard KRAs plus the daily reports are enough to run an appraisal.

Who fills in the form — the employee or HR? Both, in order. See Who fills in what above. Short version: HR creates it, the employee writes their self rating and reflections, the manager scores the KRAs, HR submits.

Where do company targets live? Quality Goal for the company and department level. They reach individuals through scorecard KRAs, not through the Goal doctype.

What if the KRA weights do not total 100%? Fix the scorecard first. Weights that do not total 100 make every derived score wrong.

Can I score without a target? You can, but you should not — it becomes one person's opinion against another's. Write the target, then score against it next cycle.

How long should an appraisal take? If reports were rated during the period: about fifteen minutes. If they were not, you are reconstructing six weeks from memory, and that is the real cost of skipping the daily rating.

How often — we run this monthly

AddisFly runs an appraisal cycle every month. Practical notes for that rhythm:

• Create next month's cycle before the month starts. The cycle window must cover the period being judged.
• Keep it light. Monthly means twelve rounds a year, so the value comes from the conversation, not the paperwork. Score the KRAs, write two lines of remarks, submit.
• The daily ratings are what make this possible. If a manager has rated the reports as they arrived, a monthly appraisal is a fifteen-minute read of numbers that already exist. If not, they are reconstructing a month from memory, twelve times a year — and that is when appraisals become a form-filling ritual nobody believes.
• A new hire gets their own probation cycle covering their actual start date, separate from the monthly company cycle. Amir's example below is one of those.