Calibration is the step where the performance team checks the grades produced by the scorecards before they are final, so one manager’s “Advanced” means the same as another’s. This guide turns the calibration step of the performance management framework into a running order you can use. It is adapted from the Performance Management Playbook; the detailed playbooks come from QuantumLight, and Ash did not author them.
Before the meeting
- Scorecards are complete. Managers have filled in deliverables, skills and culture scorecards (about 1 to 2 weeks in the playbook’s cycle).
- Grades are calculated from the scorecards on the five-level scale, so the meeting reviews results rather than building them.
- The talent bar is published for each seniority level, so every outlier can be mapped to above, at or below the bar. See publish a talent bar by seniority.
- Time is boxed. The playbook allows about a week at most for calibration including senior leadership review.
The three checks
| Check | What to look for | What to do |
|---|---|---|
| Generous graders | A manager rates too many people at the top, for example half of one team as A-players | Ask the manager to identify the strongest performers so the top band stays credible |
| Missing or thin evidence | Scorecards not filled in, or weak justifications | Follow up with the manager straight away so the cycle is not delayed |
| Outliers and sudden jumps | Someone previously graded above bar receives an Exceptional score in one area | Examine whether the improvement is genuine or a grading mistake |
A running order
A suggested order built on the playbook’s checks (the order is a practical suggestion, not a prescribed agenda):
- Confirm completeness. List missing scorecards and thin evidence notes and assign owners.
- Scan each team’s grade spread against the three groups: A-players, above bar and underperformers.
- Discuss outliers first: unusual highs, lows and jumps, with the evidence on the scorecard.
- Test borderline grades against the bar for the level, not against other people or how pleasant someone is.
- Record adjustments and the reason for each.
- Send to senior leadership for review and approval; leadership also spots teams that need more attention.
- Announce results and let managers discuss them in the weekly 1:1.
What to record
For each change: the original grade, the adjusted grade, the reason, the evidence, and who approved it. The calibration notes section of the performance review template has worked examples.
Caveats
The playbook’s guideline weights (A-players about 15-25%, above bar 65-85%, underperformers 0-10%) are its own, not an industry benchmark. Published research on capped rating curves is mixed, and one study found employees nominated for a capped top tier but not awarded it were at least 34% more likely to leave voluntarily. Use the weights as a prompt for discussion, not a quota. Details and sources are in the evidence and caveats section.
More reading: Gartner 2026 on reviews and calibration and why annual reviews fail.
Related guides
Performance management framework: scorecards, talent bar and calibration · performance review template with worked examples · employee performance rating scales explained · performance management software buyer’s guide · People Performance Playbook home
Free tools: estimate what your review cycle costs with the performance review cost calculator, or see if your HRIS is holding performance back with the HRIS switch checker.
FAQ
What is a performance calibration meeting?
It is the step where the performance team checks the grades from the scorecards before they are final, then senior leadership reviews and approves them. The aim is that grades mean the same across managers.
What should we check in calibration?
Three things: managers who rate too generously, missing scorecards or thin evidence, and outliers or sudden jumps that need explaining.
How long should calibration take?
In the playbook’s quarterly cycle, grade calculation and calibration take about one week at most, including senior leadership review.
Should we force a distribution of grades?
The playbook gives guideline weights of 15-25% A-players, 65-85% above bar and 0-10% underperformers, but they are its own guideline and not an industry benchmark. Research on capped curves is mixed, so keep calibration evidence-based.
What happens after calibration?
Results are announced and discussed in each employee’s weekly 1:1, and can lead to a promotion path, development, a performance improvement plan or a pay change.