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Use SAP SuccessFactors for talent management as a connected set of processes: align goals, hold ongoing performance conversations, complete formal reviews, turn findings into development and learning, then handle succession and rewards through their respective processes. The exact screens and steps depend on your organization’s licensed modules, enabled features, configuration, release, and your role permissions; there is no single workflow that appears in every tenant.
What to check before you begin
Confirm which SuccessFactors modules your organization has licensed and enabled, which release your tenant is running, and what your role can do. An employee, manager, HR administrator, and HRIS administrator may see different actions and information. Ask your HRIS team which goal experience, review templates, and development features are active before following instructions written for another tenant.
In particular, do not assume that generic product documentation describes your exact screens. Local configuration controls matters such as who can create or edit goals, which forms draw in goal-plan content, who approves 360-degree feedback raters, and who can view sensitive talent information.
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Start with the outcomes the organization needs, translate them into measurable team and individual goals, and make ownership and progress visible. SAP’s Goal Management documentation describes a latest experience that brings performance and development goals into a unified framework, with alignment, cascading, team goals, milestones, and progress visibility. Available capabilities still depend on tenant setup.
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- Set the direction. Identify the relevant organizational priorities for the goal period and explain what success means.
- Translate priorities into team outcomes. Give each team a clear contribution rather than copying broad corporate wording unchanged.
- Agree individual goals. Make each goal specific enough to assess, assign an owner, and define observable measures or milestones where appropriate.
- Align and cascade where useful. Connect related goals so employees can see how their work supports team or organizational priorities. Avoid cascading a goal if its measure or ownership does not fit the recipient.
- Revisit progress. Use milestones and regular conversations to update progress and address changed priorities, rather than treating goal entry as a once-a-year task.
SuccessFactors has both a latest Goal Management experience and legacy configurations. SAP’s official Performance and Goals course describes the latest experience as the only option for new implementations as of the 1H 2025 release, with remaining legacy customers expected to migrate by the 2H 2026 release and a universal upgrade planned by the end of 2026. These are release-plan statements, not a guarantee of your tenant’s status; check current SAP release information and your administrator’s migration plan.
How do you keep performance conversations continuous?
Continuous Performance Management is intended to support ongoing manager-employee dialogue, coaching, feedback, activity tracking, and achievement recording. Use it as a working cadence between formal review events: discuss current progress, note meaningful accomplishments or obstacles, and agree on next actions. SAP describes these tools in its Performance and Goals course.
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Keep the purpose of each conversation clear. Coaching and timely feedback help an employee improve while work is underway; a formal performance review is a separate evaluative process governed by the configured review cycle and form. Ongoing notes can inform a review where the process supports it, but continuous performance tools do not automatically replace a formal review.
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Performance reviews can assess goal achievement, core values, and job-specific competencies. Templates may show goals from a goal plan, but whether a form is linked to a plan is determined by configuration. SAP’s Performance & Goals Management documentation and official course describe these capabilities.
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| Process | What it is for | What to confirm |
|---|---|---|
| Formal performance review | Evaluate agreed goals and other configured criteria, such as values or role competencies. | Review timing, form sections, rating approach, and whether goal-plan content is connected. |
| 360 Reviews | Gather feedback from selected raters beyond the manager-employee review relationship. | Who selects raters, whether a manager must approve them, confidentiality rules, and how feedback is used. |
| Calibration | Let managers or leaders discuss ratings and develop a more consistent shared understanding. | Participants, evidence expectations, decision authority, and how outcomes are recorded or communicated. |
These processes address different needs: a review is an assessment, 360 feedback broadens whose input is collected, and calibration is a discussion of ratings across a group. Calibration is intended to support fairer, more objective assessments, but it cannot by itself eliminate bias; the quality of the process and the decisions made in it matter.
SAP’s course describes a best-practice 360 process in which a manager approves raters. Treat that as a process-design reference, not proof that your tenant uses that approval step. Follow your organization’s configured instructions.
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How do you turn feedback into development and learning?
Use review findings and competency gaps to agree on a practical development plan, then connect relevant learning where your configuration supports it. Career and Development Planning can include career worksheets, career and development goals, development actions, and role-readiness assessments that compare rated competencies with competencies mapped to a future role. See SAP’s Career and Development Planning documentation.
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- Choose a focused growth area. Base it on a specific competency, career interest, or role requirement rather than a vague aspiration.
- Agree an action. Define a practical experience, coaching activity, or other development step, with an owner and a way to tell whether progress is being made.
- Find relevant learning. Use the organization’s available learning catalog and connect a course or other learning activity only when it supports the stated development need. SAP’s Learning documentation describes the product area.
- Review progress with the manager. Revisit the action and its relevance as the employee’s work or career direction changes.
Do not assume that development goals automatically appear in every goal plan or connect to Learning. SAP’s current Goal Management documentation says using Development Goals in the latest Goal Management requires Succession & Development licensing and feature enablement in Provisioning. The documentation also describes alignment between learning outcomes and performance goals, but the integration available to a particular customer depends on its licensed and enabled setup; consult SAP’s Goal Management documentation and your administrator.
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How do succession and compensation fit?
Succession and Development supports preparing talent for future organizational needs alongside employees’ career development. Compensation supports compensation planning and management; related capabilities include variable pay and reward or recognition processes. These are connected talent-management areas, but they have their own configurations, data access, and organizational decisions. SAP provides separate product references for Succession and Development and Compensation.
A performance rating does not automatically determine promotion, succession placement, or compensation. If an organization uses performance information in one of those decisions, its policies, decision rights, and configured integrations determine how that information is considered.
How should an organization choose its process design?
There is no single best cadence or feedback model for every organization. Decide based on the purpose of the process, then configure roles and access accordingly.
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- Feedback breadth: Manager assessment may fit some roles and cycles; 360 input can add perspectives when raters and confidentiality are governed appropriately.
- Purpose: Keep developmental feedback distinct from evaluative decisions, especially where review outcomes may inform compensation.
- Goal experience: Establish whether the tenant uses latest Goal Management or a legacy configuration, and plan transitions against current release guidance.
- Governance: Specify who can create, edit, align, approve, rate, calibrate, and view each category of talent information.
Where can administrators learn the separate tools?
SAP’s HCM Talent Management training catalog lists separate training areas for Goal Management administration, performance management, 360 Reviews, calibration, succession, career development planning and mentoring, learning, compensation, and variable pay. The catalog was last updated 4 September 2026; check SAP Training for current availability and scheduled delivery.
For tenant-specific operating instructions, use the organization’s internal HRIS guidance alongside current SAP Help and release information. Product documentation explains what a capability can do; your administrator can confirm whether it is enabled, which role can access it, and what local process to follow.
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