Assemble a review pack from dated, job-related evidence and flag vague or one-sided wording.
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Use this for one person's review in a set cycle.
Ask for the role description, goals for the period, the manager's notes, peer feedback the company collects, and work results. Keep only evidence that is dated and about the job. Note where the period has little evidence and where it comes from one source only.
For each goal or part of the role:
Balance recent events against the whole period. Leave the rating for the manager.
Flag wording that is vague ("not a team player"), personal ("abrasive"), about traits rather than work, or tied to leave, health, age, family, or any protected trait. Flag claims with no example, and praise or criticism that rests on one event. Suggest a factual rewrite for each.
Never compare the person with colleagues or infer protected traits. If the review may lead to a performance plan, discipline, or dismissal, stop and write an HR brief instead. Do not submit the review; the manager and HR own it.
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Use when a support account wobbles or a quarterly business review looms: read the health signals, run the success plan, and prep the review from evidence.
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Reconcile accounts by comparing GL balances to subledgers, bank statements, or third-party data. Use when performing bank reconciliations, GL-to-subledger recs, intercompany reconciliations, or identifying and categorizing reconciling items.
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Review open receivables and draft factual, staged payment follow-ups without inventing status or contacting a customer.
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Write ad variants that each test one idea, within platform limits and supported claims.
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Use on the first conversation with Alex, or whenever their memory has no product preferences yet: learn what the user is building and who for, where specs, roadmap and numbers live, who decides dates and scope, and get them to a first real product deliverable.
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Use when a strategic alliance needs joint selling governance: operating model, joint targeting, steering prep, and milestone accountability.
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