A framework, not a dashboard.
Primer replaces the patchwork of performance reviews, OKR platforms, and tracking spreadsheets with a structured system where employees participate in defining how they're measured.
For the organization
Every leader, on the same page.
One weighted view of every function. Thresholds agreed up front, so the leadership meeting is about what to do next, not what the ratings mean.
One composite per function.
Three to seven weighted metrics per function roll up to a single composite tier from Alarm to Optimized. CEO and team see the same number.
Thresholds agreed in advance.
Each tier's definition is negotiated between the employee and their manager before the cycle begins. Mid-cycle stays focused on the work.
Cross-functional dependencies surface.
When a function's outcome depends on another's, the link is visible. Silo damage stops being invisible.
For the individual
You shape how you're measured.
The opposite of being handed a rating form. You helped define the metrics on your scorecard, and you and your manager agreed on what each tier means.
You participate in defining the metric.
Some metrics come from above. Others you propose yourself. Either way, you're at the table when the tier definitions get written.
Self-tier and reviewer-tier are both recorded.
You self-assess. Your manager assesses. Both are recorded. The conversation is about the delta, not the rating.
Challenges have a formal path.
When a threshold stops fitting reality, file an inquiry. Filed, Under Review, Resolved. The conversation happens in the open, and everyone involved sees the outcome.
The loop
Where individual contribution becomes the company's number.
Your tier on every metric rolls up into your manager's composite. Their composite rolls up to the executive view. The leadership meeting becomes the highest-leverage thirty minutes of the quarter, because the data is already there. Then the cycle restarts. Repetition is what makes the system work.