Glossary
These are the words Peasy HR uses on purpose. People may search for a synonym such as competency matrix. We mention it, then use the preferred term.
A competency framework organizes the capabilities and observable behaviors expected across a company. In Peasy HR, it is the product feature that brings together the Functions used to define role tracks, levels, and competencies.
competency model, competency architecture
A Function is the unit HR creates for one job family, such as Backend Engineering or Sales. It owns the role tracks, levels, competencies, and expectations used for that kind of work.
job family, functional area
A competency is a capability or behavior that can be assessed through observable evidence. A clear competency measures one idea and explains what effective performance looks like.
capability, performance competency
An institutional competency applies across the company, regardless of Function. It keeps the same name and overall meaning wherever it appears so people are assessed against a shared standard.
company-wide competency, core competency, organizational competency
A functional competency describes a capability that matters to a particular kind of work. It may appear in more than one related Function when the same capability and portable definition fit both.
job-specific competency, technical competency, role-specific competency
A role track is a career path inside a Function, such as Individual Contributor, Manager, or Executive. It groups levels that progress through related responsibilities and scope.
role, career track, career path
A level is one rung on a role track, such as IC2 or M1. Each level should differ from nearby levels through observable changes in scope, autonomy, complexity, or influence.
job level, career level, grade
A level expectation states the performance bar for a competency at a specific role track and level. It describes typical behavior, including the scope, autonomy, and complexity a person handles.
level standard, performance expectation
An expected behavior is a short, observable action that shows how someone meets a level expectation. It gives managers and employees a concrete standard they can connect to work evidence.
behavioral indicator, observable behavior
A behavior example is a realistic scenario that illustrates an expected behavior in practice. It helps readers compare a general standard with situations they may see at work.
behavioral example, example scenario
A career ladder shows how responsibility and impact progress across role tracks and levels. It gives employees a clear view of the evidence needed to meet the next level.
career progression framework, job ladder, promotion ladder
A competency matrix is a grid that maps competencies against roles, levels, or people. The term often describes one view of competency data, while a competency framework also includes the definitions, progression, and evidence standards behind that grid.
skills matrix, capability matrix
A review cycle is the full performance review process from self-assessment through final sign-off. It sets the review period, participants, deadlines, evidence, and steps used to reach final ratings.
performance review cycle, appraisal cycle
A self-assessment is an employee's evidence-based account of their work during a review period. It connects outcomes and observed behaviors to the relevant competencies and level expectations.
employee self-assessment
A manager review is a manager's assessment of a direct report's performance during a defined period. Its ratings and narrative should use evidence from the full period and explain how that evidence compares with the expected level.
manager assessment, supervisor review
360 feedback gathers observations from people who work with the person being reviewed, which may include peers, direct reports, and managers. Each contributor should comment only on behavior and outcomes they were able to observe.
multi-rater feedback, multisource feedback, peer and upward feedback
Calibration is the step where leaders and HR compare proposed ratings before they are finalized. The discussion checks whether similar evidence is being judged against the same level expectations across teams.
performance calibration, rating calibration
A rating scale is the set of choices used to assess performance against a competency or expectation. Each rating should have a clear meaning so reviewers can connect their choice to evidence rather than personal preference.
performance rating scale, assessment scale
Sign-off is the final step in a review cycle, when the completed review is formally acknowledged or finalized. It confirms that the review has reached the end of the defined process, not that every participant agrees with every point.
final approval, review acknowledgment
A Career Sync is a structured conversation between a manager and employee about performance, growth, and career direction. It can use recent evidence and competency expectations to turn feedback into clear next steps.
career conversation, development conversation
Evidence is a specific behavior, work artifact, decision, or outcome used to support a performance judgment. Good evidence comes from the review period and is relevant to the competency or expectation being assessed.
performance evidence, supporting evidence
Development feedback identifies an observable gap and explains what closing it would look like. It gives the person a concrete next step instead of making a vague judgment about personality or potential.
growth feedback, developmental feedback, improvement feedback
Open a Function template and you will see competencies, levels, and expectations used together.
Browse Function templatesA competency framework defines competencies, levels, expectations, and observable behaviors. A competency matrix is usually a grid that maps some of that information across roles, levels, or people.
Use competencies and level expectations as the standard, then use evidence to explain the rating. The self-assessment, manager review, calibration, and sign-off are separate steps within the review cycle.
A fair definition focuses on observable behavior and outcomes, not personality, visibility, or hours worked. It is specific enough that different reviewers can apply the same standard to comparable evidence.
Guide
To build a competency framework, define the Functions and role tracks you need now, choose distinct competencies for each Function, and write observable expectations for every level. Review the draft with managers using real work examples, publish a version for the next review cycle, and revise it only after you learn where the wording fails.
Read guideGuide
Use competencies in performance reviews by rating each person against the expectations for their Function, role track, and level, then supporting the rating with evidence from the review period. Keep one Function version fixed for the cycle, discuss rating differences in calibration, and update unclear criteria only for future cycles.
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A rating scale works when each point has an observable meaning against the employee's current level expectations. Keep the scale stable across the cycle, require evidence for each rating, and use calibration to resolve differences in interpretation.
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