MySolved Performance Reviews, Goals, and Self-Assessment Help

An employee receives a notification stating that a performance review is due in mysolved.

The employee answers every self-assessment question, assigns ratings, adds comments, and selects Submit.

The dashboard then shows the employee portion as completed, but the overall review remains In Progress.

Another employee cannot find a review that a manager says was assigned. Someone else receives a final rating that does not match the ratings shown during the manager meeting. A worker updates several goals, but the performance review still displays the old progress percentages.

These situations can involve several separate stages:

• Review assignment.
• Employee self-assessment.
• Manager evaluation.
• Peer or 360-degree feedback.
• Goal update.
• Rating calculation.
• Manager approval.
• HR calibration.
• Review meeting.
• Employee acknowledgment.
• Final publication.
• Development plan.
• Compensation decision.

Employees commonly search for MySolved, although the official platform is generally called isolved People Cloud and uses the Myisolved account environment.

Official isolved materials describe Performance Management as a Talent Management capability supporting employee goals, self-assessments, manager evaluations, peer feedback, 360 reviews, configurable rating scales, development plans, continuous feedback, and review tracking. Employers decide which features, templates, questions, and workflows apply to their workforce.

This is an independent informational guide. It is not operated by isolved or an employer. It cannot assign a review, change a rating, submit an employee response, alter manager comments, approve a promotion, or collect employee login credentials.

What Does MySolved Mean?

The search term mysolved is commonly used by employees trying to locate:

• Myisolved employee login.
• isolved People Cloud.
• Performance reviews.
• Self-assessments.
• Employee goals.
• Manager feedback.
• Development plans.
• Talent Management.
• Compensation review.
• Employee recognition.

MySolved is not normally presented as a separate official performance-management product.

The employer controls:

• Whether Performance Management is enabled.
• Which employees receive reviews.
• Review frequency.
• Review questions.
• Rating scale.
• Goal categories.
• Peer reviewers.
• Due dates.
• Approval workflow.
• Whether employee comments are visible.
• Whether reviews affect compensation or promotion.

Two employers using the same isolved platform can therefore have completely different review processes.

What Is isolved Performance Management?

isolved Performance Management is part of the broader Talent Management environment.

Official isolved materials say the system can help employers:

• Set and align employee goals.
• Track progress.
• Create configurable review templates.
• Conduct employee self-assessments.
• Complete manager evaluations.
• Collect peer feedback.
• Run 360-degree reviews.
• Use rating scales.
• Record continuous feedback.
• Create development plans.
• Monitor review completion.
• Connect employee performance with broader organizational goals.

Not every employer licenses or enables every feature.

An employee may therefore use People Cloud for payroll and benefits without seeing any performance-review section.

Where to Find a Performance Review

The exact navigation depends on employer configuration.

Look for labels such as:

• Performance.
• Performance Management.
• My Reviews.
• Evaluations.
• Talent Management.
• Reviews.
• Self-Assessment.
• Goals.
• Development.
• Feedback.
• Share & Perform.
• Tasks.
• Action Items.

A review may also appear through:

• Dashboard notification.
• Email assignment.
• Manager message.
• Annual review workflow.
• Introductory review.
• Probationary review.
• Promotion process.
• Performance improvement plan.
• Development cycle.

The review might not be located in the same area as payroll or timekeeping.

Review Is Missing

Possible reasons include:

• Manager has not assigned it.
• Review cycle has not opened.
• Employee is not included in the cycle.
• Review was assigned to another employee profile.
• Employee has the wrong manager.
• Employer uses another performance platform.
• Review is visible only after the self-assessment start date.
• Employee is signed into the wrong employer account.
• Rehire created a duplicate record.
• Job transfer has not synchronized.
• Review was canceled or returned to draft.

Ask HR or the manager to confirm:

• Review name.
• Review period.
• Assignment date.
• Due date.
• Employee profile.
• Current workflow status.

Useful request:

“My manager says my annual review has been assigned, but no performance task appears in People Cloud. Please confirm the review cycle, employee profile, assigned manager, and date the employee portion becomes available.”

Review Types

An employer can use several types of evaluations.

Annual Review

Covers a full year or another recurring performance period.

Introductory Review

Used after a new employee’s initial employment period.

Probationary Review

Used near the end of a probationary or introductory period.

Midyear Review

Provides a progress check before the annual review.

Project Review

Evaluates work connected with a specific project or assignment.

Promotion Review

Supports consideration for expanded responsibilities.

Performance Improvement Review

Documents progress against a formal improvement plan.

360-Degree Review

Collects feedback from multiple perspectives, such as managers, peers, direct reports, or internal partners.

Official isolved materials identify self, peer, and manager evaluations along with 360 reviews and continuous feedback as supported performance-management approaches.

Review Period

The review period identifies the work being evaluated.

Example:

Review period: January 1–December 31, 2025
Employee self-assessment due: January 15, 2026
Manager review due: January 31, 2026
Review meeting: February 5, 2026

Do not evaluate work outside the stated period unless the employer’s instructions request broader context.

A recent achievement may belong in the next review cycle rather than the current one.

Performance Review Statuses

Common statuses can include:

• Not Started.
• Draft.
• In Progress.
• Employee Action Required.
• Submitted.
• Manager Review.
• Peer Review.
• Pending Approval.
• Pending Calibration.
• Ready for Discussion.
• Acknowledgment Required.
• Completed.
• Closed.
• Reopened.
• Returned.

The exact labels vary.

The most important distinction is that employee submission is not necessarily final completion.

Submitted Does Not Mean Completed

When the employee selects Submit, the review can still require:

• Manager evaluation.
• Peer feedback.
• Second-level manager approval.
• HR review.
• Rating calibration.
• Performance meeting.
• Employee acknowledgment.
• Final release.

Example:

Employee self-assessment: Submitted
Manager evaluation: In Progress
HR review: Not Started
Overall review: In Progress

The employee has completed the assigned portion, but the complete workflow remains open.

Draft Versus Submitted

Draft

The employee’s answers are saved but can usually still be edited.

Submitted

The employee has sent the review into the next workflow stage.

After submission, the employee may lose editing access.

Before selecting Submit:

• Review every answer.
• Confirm ratings.
• Check dates.
• Verify goal progress.
• Remove unfinished notes.
• Correct spelling.
• Confirm attachments.
• Save a copy where policy permits.

Do not use the comment field as a private scratchpad if managers or HR can later view it.

How to Complete a Self-Assessment

A practical process is:

1. Open the assigned review.
2. Confirm the review period.
3. Read the instructions.
4. Review each competency.
5. Review assigned goals.
6. Gather supporting examples.
7. Select honest ratings.
8. Explain significant results.
9. Identify challenges.
10. Describe development needs.
11. Review attachments.
12. Save the draft.
13. Proofread the full assessment.
14. Submit before the deadline.
15. Save the submission confirmation.

A useful self-assessment should be specific enough that the manager can understand what occurred without relying on memory alone.

Writing Strong Self-Assessment Comments

Weak comment:

“I did a good job this year.”

Stronger comment:

“I reduced average customer-response time from 19 hours to 11 hours between March and November while maintaining the department’s quality target. I also documented the new escalation process and trained four team members.”

Strong comments can identify:

• Situation.
• Action.
• Result.
• Measurement.
• Business impact.
• Collaboration.
• Lesson learned.
• Next step.

Do not exaggerate numbers that cannot be supported.

Use Measurable Examples

Useful evidence can include:

• Revenue.
• Cost reduction.
• Customer satisfaction.
• Response time.
• Quality rate.
• Project completion.
• Error reduction.
• Attendance.
• Training completion.
• Safety performance.
• Production volume.
• Team development.
• Process improvement.

Official isolved performance guidance emphasizes setting measurable goals and using progress tracking, KPIs, OKRs, regular feedback, and structured evaluations to assess results.

A metric should be explained in context.

“Closed 250 tickets” may not be meaningful without:

• Expected volume.
• Complexity.
• Quality.
• Prior performance.
• Team average.
• Customer outcome.

Do Not Turn the Self-Assessment Into a Job Description

A job description explains ongoing responsibilities.

A self-assessment should explain how the employee performed those responsibilities during the review period.

Job-description statement:

“Responsible for preparing monthly reports.”

Performance statement:

“Delivered all 12 monthly reports by the deadline, reduced manual preparation time by three hours per report, and created a validation checklist that eliminated recurring data errors.”

Focus on outcomes rather than copying duties.

Self-Assessment Rating

An employee may be asked to choose ratings such as:

• Does Not Meet Expectations.
• Partially Meets Expectations.
• Meets Expectations.
• Exceeds Expectations.
• Significantly Exceeds Expectations.

Other employers may use numbers:

• 1 through 5.
• 1 through 10.
• Percentage.
• Competency level.
• Custom labels.

Read the employer’s rating definitions.

A rating of 3 on a five-point scale may mean solid and successful performance rather than average or poor performance.

Rating Definitions Matter

Example:

1 — Does Not Meet
2 — Partially Meets
3 — Fully Meets
4 — Exceeds
5 — Exceptional

An employee who consistently performs all assigned duties successfully may appropriately receive a 3 under this scale.

The meaning of each rating is more important than the number itself.

Do not compare ratings from another employer with a different scale.

Self-Rating Higher Than Manager Rating

A difference can result from:

• Different interpretation of expectations.
• Different evidence.
• Manager evaluated additional factors.
• Employee misunderstood the scale.
• Goals changed.
• Performance issue was not previously communicated.
• Manager rating was adjusted during calibration.
• Employee emphasized effort while manager emphasized results.

Prepare for the review discussion by comparing:

• Rating definition.
• Employee examples.
• Manager comments.
• Goal results.
• Prior feedback.
• Job expectations.

Ask for specific examples rather than arguing only about the number.

Manager Rating Higher Than Self-Rating

This can happen when the employee:

• Underestimates impact.
• Uses a stricter standard.
• Is unaware of positive stakeholder feedback.
• Focuses mainly on mistakes.
• Does not recognize expanded responsibilities.

Use the manager feedback to understand which behaviors should be repeated.

A higher rating does not automatically guarantee a raise or promotion.

Ratings Changed After Submission

Possible reasons include:

• Manager edited the evaluation.
• HR calibration.
• Second-level approval.
• System weighting.
• Competency score changed.
• Goal result updated.
• Review reopened.
• Final rating uses a different calculation.

Ask:

• Which rating changed?
• Who changed it?
• When?
• Was calibration applied?
• Is the displayed rating final?
• Can the employee comment?

Useful request:

“My manager and I discussed a final rating of 4, but the published review now shows 3. Please confirm whether the score changed during approval or calibration and provide the final rating rationale.”

Rating Calibration

Calibration is a process in which leaders or HR review ratings across employees or teams to improve consistency.

It can involve:

• Comparing rating standards.
• Reviewing evidence.
• Identifying overly generous or strict scoring.
• Evaluating distribution.
• Confirming organizational expectations.
• Adjusting proposed ratings.

Calibration can occur after the manager submits an initial evaluation.

The employee may therefore see or discuss a preliminary rating that later changes.

The employer should explain which rating is final and how employees can ask questions.

Weighted Ratings

A final score can combine multiple components.

Example:

Goals: 60%
Competencies: 30%
Values: 10%

Employee scores:

Goals: 4.0
Competencies: 3.0
Values: 4.0

Weighted score:

(4.0 × 0.60) + (3.0 × 0.30) + (4.0 × 0.10)
= 2.40 + 0.90 + 0.40
= 3.70

The displayed final rating may be rounded according to employer rules.

Official isolved materials state that goal weighting, review templates, rating scales, and progress tracking can be configured within Performance Management.

Final Rating Does Not Equal Simple Average

The final score may differ from the visible arithmetic average because of:

• Goal weighting.
• Competency weighting.
• Manager override.
• Calibration.
• Unrated items excluded.
• Mandatory competency.
• Rounding.
• Different sections using different scales.
• Final rating entered separately.

Ask HR or the manager how the score is calculated.

Do not assume the system made an error solely because the displayed number differs from an unweighted average.

Competencies

Competencies describe behaviors or capabilities expected in the role.

Examples include:

• Communication.
• Collaboration.
• Reliability.
• Customer focus.
• Problem solving.
• Leadership.
• Technical skill.
• Decision-making.
• Adaptability.
• Accountability.
• Safety.
• Quality.

A competency rating should be supported with observed behavior.

Example:

“During the system migration, I created a daily risk summary and coordinated open issues across payroll, finance, and IT, allowing the team to resolve critical defects before launch.”

Goals

Goals can be:

• Individual.
• Team.
• Departmental.
• Organizational.
• Developmental.
• Project-based.
• Quantitative.
• Qualitative.

Official isolved materials say goals can be aligned from the organizational level to individual employees, weighted, updated, and monitored over time.

A goal should ideally include:

• Clear outcome.
• Measurement.
• Deadline.
• Owner.
• Weight.
• Progress.
• Supporting notes.

Goal Statuses

Common goal statuses include:

• Not Started.
• On Track.
• At Risk.
• Behind.
• Completed.
• Canceled.
• Deferred.
• Exceeded.

The employer may use custom statuses.

A goal marked Completed can still receive a lower rating when:

• Completed late.
• Quality was below expectations.
• Scope was reduced.
• Result did not meet the target.
• Manager did not approve completion.

Similarly, an unfinished goal can still receive a positive evaluation when circumstances outside the employee’s control changed the project.

Updating Goal Progress

A goal update can include:

• Percentage complete.
• Current status.
• Result.
• Milestone.
• Comment.
• Attachment.
• Updated deadline.
• Risk.
• Manager response.

Use actual progress rather than automatically entering 100% because the review is due.

Example:

Goal: Reduce invoice errors by 20%
Actual result: 17% reduction

Progress should explain both the result and remaining gap.

Goal Shows Old Information

Possible reasons include:

• Review captured a snapshot earlier.
• Goal update was not saved.
• Manager owns the goal.
• Review references another goal cycle.
• Employee updated a duplicate goal.
• Synchronization is delayed.
• Goal was locked when the review opened.
• Manager must approve progress changes.

Useful request:

“My current goal record shows 95% completion, but the annual review displays the earlier 60% value. Please confirm whether the review uses a snapshot and whether the current result can be refreshed before finalization.”

Goal Was Changed Midyear

When a goal changes:

• Preserve the original expectation.
• Document the revised scope.
• Record approval.
• Update deadline.
• Adjust measurement.
• Explain why the change occurred.

Do not evaluate the employee against a new target as though it had been in place for the entire review period unless the employer’s process says otherwise.

Useful comment:

“The original launch target was June 30. After the vendor delayed data delivery, leadership approved a revised September 15 deadline on May 8. The implementation was completed September 10.”

Goal Was Canceled

A canceled goal may be:

• Excluded from the final score.
• Given zero weight.
• Replaced.
• Retained for historical context.
• Rated based on work completed before cancellation.

Ask how the employer treats canceled goals.

Do not mark a canceled organizational initiative as employee failure without reviewing the circumstances.

Goal Weight Is Wrong

Possible causes include:

• Manager changed priorities.
• Duplicate goals.
• Weighting was never finalized.
• Review template uses default weights.
• Transferred employee retained old goals.
• Total weights do not equal 100%.

Ask for correction before submitting the review.

Useful request:

“My three active goals are intended to carry weights of 50%, 30%, and 20%, but the review displays equal weighting. Please confirm the final weights before the ratings are calculated.”

Peer Feedback

Peer feedback can come from:

• Coworkers.
• Project partners.
• Direct reports.
• Internal customers.
• Cross-functional leaders.
• External stakeholders where allowed.

A peer reviewer may receive:

• Rating questions.
• Open comments.
• Competency questions.
• Project-specific prompts.

Feedback should focus on observed work.

Avoid:

• Rumors.
• Personal attacks.
• Medical information.
• Protected personal characteristics.
• Unrelated private information.

Anonymous Peer Feedback

The employee may or may not see the identity of peer reviewers.

Anonymity depends on employer configuration.

Possible approaches include:

• Fully identified feedback.
• Anonymous to employee but visible to HR.
• Grouped comments.
• Manager summary only.
• Minimum response threshold.

Do not promise a coworker that feedback is anonymous unless the system or employer explicitly says so.

360-Degree Review

A 360 review combines feedback from multiple directions.

Possible participants include:

• Employee.
• Manager.
• Peers.
• Direct reports.
• Customers.
• Project leaders.

Official isolved materials specifically identify 360 reviews as a supported way to provide employees with broader performance insights.

A 360 review may be used for:

• Leadership development.
• Coaching.
• Succession planning.
• Team effectiveness.
• Development planning.

It is not always used as the direct basis for compensation.

Peer Review Is Missing

Possible reasons include:

• Reviewer has not responded.
• Invitation went to the wrong employee.
• Reviewer left the company.
• Deadline passed.
• Manager did not select peers.
• Minimum response count was not met.
• Feedback is hidden until the review closes.
• Peer portion is optional.

The employee generally should not pressure a peer to provide a particular rating.

Ask the manager or HR whether the review is waiting on feedback.

Manager Comments

Manager comments can explain:

• Performance results.
• Strengths.
• Concerns.
• Development needs.
• Goal outcomes.
• Expectations.
• Rating rationale.
• Recognition.
• Future priorities.

Comments should ideally be specific and connected with the review period.

A vague comment such as “needs improvement” does not tell the employee what behavior must change.

Ask:

• Which expectation was not met?
• What example supports the concern?
• What outcome is expected?
• What resources are available?
• When will progress be reviewed?

Manager Comments Are Factually Wrong

Possible errors include:

• Wrong project.
• Wrong employee.
• Incorrect dates.
• Incorrect attendance claim.
• Completed work omitted.
• Customer result attributed to someone else.
• Prior-year event included.
• Approved leave treated as an attendance problem.

Prepare a factual correction.

Useful request:

“The review states that I missed the May 12 project deadline. The approved project plan shows a May 20 deadline, and the completed files were submitted May 18. Please correct the date and reassess the related rating.”

Do not respond with personal insults.

Another Employee’s Comments Appear

Stop reviewing the record.

Do not:

• Download it.
• Share it.
• Contact the other employee.
• Use the information.
• Post screenshots.

Notify HR or the employer’s privacy contact immediately.

Provide:

• Review name.
• Time.
• Page.
• Minimal description.

Ask the employer to correct the permissions and preserve the access record.

Employee Comments After the Review

Some workflows allow an employee to add final comments.

This can be used to:

• Confirm discussion.
• Add context.
• Identify disagreement.
• Record development commitments.
• Correct a factual issue.
• Note supporting documentation.

Keep the comment professional and concise.

Example:

“I acknowledge receiving and discussing this review. I disagree with the project-delivery rating for the reasons documented in my July 10 response, but I understand the manager’s stated expectations for the next review period.”

Acknowledgment Does Not Always Mean Agreement

An employee acknowledgment may mean only that the employee:

• Received the review.
• Read the review.
• Participated in the discussion.
• Was given access to the document.

However, the exact certification language controls.

Before selecting Acknowledge, read whether it says:

• Receipt only.
• Agreement with content.
• Confirmation of discussion.
• Acceptance of rating.
• Waiver of appeal.

Ask HR when the meaning is unclear.

Refusing to Acknowledge

Refusing to acknowledge may not prevent the employer from closing the review.

Possible outcomes include:

• Manager records refusal.
• HR closes the review.
• Employee receives another opportunity to comment.
• Review remains pending.
• Policy escalation occurs.

An employee who disagrees may be better served by documenting the disagreement than by assuming refusal deletes the review.

Review Meeting

A review meeting can cover:

• Accomplishments.
• Ratings.
• Goals.
• Challenges.
• Feedback.
• Career interests.
• Development.
• Compensation where applicable.
• Next review period.

Prepare:

• Review copy.
• Key accomplishments.
• Questions.
• Supporting evidence.
• Proposed goals.
• Development requests.
• Factual corrections.

Take notes.

Do not secretly record the conversation without understanding applicable law and employer policy.

Review Meeting Has Not Occurred

The review can be submitted and approved but remain incomplete because the manager has not held the discussion.

Ask:

• Is a meeting required?
• Who schedules it?
• Can the review be finalized without it?
• When will ratings become visible?
• Is employee acknowledgment required afterward?

Useful request:

“My manager evaluation shows submitted, but the review remains pending discussion. Please confirm whether a meeting must occur before the final review and acknowledgment become available.”

Review Was Finalized Without a Meeting

An employer can have a workflow that allows administrative completion without a live meeting.

However, the employee can still request clarification or feedback.

Useful request:

“The review was marked completed without a discussion. Please provide an opportunity to review the ratings, comments, goals, and development expectations with my manager.”

Continuous Feedback

Performance management can include feedback throughout the year rather than only during an annual review.

Official isolved materials describe continuous feedback and regular check-ins as ways to clarify expectations and support employee development.

Continuous feedback can include:

• Recognition.
• Coaching.
• Project notes.
• Goal updates.
• Check-in summaries.
• Manager comments.
• Peer comments.
• Development conversations.

Review important feedback during the year so the annual evaluation is not the first time a serious concern appears.

Recognition

Recognition can include:

• Manager praise.
• Peer recognition.
• Award.
• Milestone.
• Customer feedback.
• Value-based recognition.
• Project acknowledgment.

Recognition may appear in a performance record or separate engagement tool.

It does not automatically:

• Increase the final rating.
• Produce a bonus.
• Guarantee promotion.
• Change compensation.

Use recognition as supporting evidence when relevant to the review.

Development Plan

A development plan can identify:

• Skill to improve.
• Career goal.
• Training.
• Certification.
• Stretch assignment.
• Mentor.
• Deadline.
• Success measure.
• Manager support.

Official isolved Performance Management materials describe development plans as part of employee-growth workflows.

A useful plan should be actionable.

Weak development item:

“Improve leadership.”

Stronger item:

“Lead the weekly operations meeting for three months, complete supervisor training by November 15, and receive feedback from the department manager after each monthly milestone.”

Training Does Not Appear in the Development Plan

Performance and learning records may be connected but still use separate workflows.

Possible reasons include:

• Course not assigned.
• Training platform is separate.
• Completion has not synchronized.
• Manager must add the development activity.
• Certificate must be uploaded.
• Review captured an earlier snapshot.
• Training is optional.

Ask whether the learning assignment and performance-development plan update automatically.

Performance Improvement Plan

A performance improvement plan, commonly called a PIP, is different from an ordinary development goal.

A PIP can define:

• Specific performance concern.
• Required improvement.
• Measurement.
• Support.
• Review dates.
• Duration.
• Consequences.

Read the full document.

Ask:

• Which expectation is unmet?
• What evidence supports it?
• What exact improvement is required?
• What resources will be provided?
• How will success be measured?
• Who evaluates progress?
• What dates apply?

Do not assume entering goals in MySolved replaces a formal PIP document.

PIP Contains Incorrect Information

Respond factually and promptly.

Identify:

• Incorrect statement.
• Correct information.
• Supporting document.
• Requested correction.

Keep a copy of the response.

For significant employment consequences or disputed legal rights, qualified employment advice may be appropriate.

Review and Compensation

A strong performance review does not automatically guarantee:

• Raise.
• Bonus.
• Promotion.
• Equity.
• New title.
• Additional PTO.

Compensation can depend on:

• Company budget.
• Market rate.
• Pay band.
• Internal equity.
• Bonus plan.
• Eligibility.
• Promotion approval.
• Effective date.
• Leadership decision.

isolved Talent Management connects performance with broader talent and compensation workflows, but employers decide how ratings influence pay.

Raise Is Missing After Review

Ask:

• Was a raise approved?
• What is the new rate?
• What is the effective date?
• Which paycheck will first use it?
• Is retroactive pay expected?
• Was the review separate from compensation planning?

Useful request:

“My completed review references an approved salary increase effective August 1, but the August 14 pay statement uses the prior rate. Please confirm the compensation approval, effective date, and retroactive correction.”

A positive review comment is not the same as a formal compensation approval.

Promotion Is Missing

A promotion may require separate records for:

• Job title.
• Pay rate.
• Department.
• Manager.
• Security access.
• Work location.
• Exempt status.
• Benefits.
• Goals.

Ask for a formal promotion notice.

Do not rely only on a changed review title or verbal statement.

Review After a Manager Change

A new manager may have limited knowledge of the full review period.

Possible solutions include:

• Prior manager input.
• Project-leader feedback.
• Employee self-assessment.
• Peer feedback.
• Documented goals.
• HR review.

Ask who is responsible for evaluating work completed before the manager transition.

Review After a Job Transfer

A transferred employee may have goals from:

• Prior role.
• Current role.
• Multiple managers.
• Different departments.

Review-period questions include:

• Which role is being evaluated?
• Are goals weighted by time?
• Does the former manager contribute?
• Was the review template updated?
• Does the final rating combine both periods?

Useful request:

“I transferred from Operations to Finance on July 1. Please confirm whether the annual review includes both roles, which managers provide ratings, and how the two sets of goals are weighted.”

Review During Leave

An employee on leave may still receive automated review notifications.

Ask HR:

• Is the review due during leave?
• Will the deadline be extended?
• Should the review wait until return?
• Who will provide feedback?
• Does the review period exclude unavailable time?

Do not enter confidential medical details in the performance comment field.

New Hire Review

An introductory review can occur after:

• 30 days.
• 60 days.
• 90 days.
• Six months.
• Another employer-defined period.

It can assess:

• Training progress.
• Job understanding.
• Attendance.
• Quality.
• Productivity.
• Team integration.
• Development needs.

Completing an introductory review does not necessarily mean probation or introductory status has ended unless the employer confirms it.

Review After Termination

A former employee may lose access before downloading a completed review.

Possible reasons include:

• Account deactivated.
• Work email disabled.
• Review closed after separation.
• Documents archived.
• Employer restricts former-employee access.

Contact HR for a copy where available.

The employer may have policies limiting which performance documents are provided.

Review Is Overdue

Possible causes include:

• Employee did not submit.
• Manager portion is late.
• Peer review incomplete.
• HR approval pending.
• Acknowledgment missing.
• Review was reopened.
• System notification is outdated.

Do not assume the employee is responsible merely because the overall review is overdue.

Ask which workflow participant currently has the task.

Useful request:

“The review dashboard shows Overdue, but my self-assessment was submitted on July 28. Please confirm which remaining manager, peer, approval, or acknowledgment task is causing the status.”

Review Reopened

A review can be reopened to:

• Correct an error.
• Add missing feedback.
• Change a rating.
• Update goals.
• Complete acknowledgment.
• Address calibration.
• Add an attachment.

Before making changes, ask:

• Why was it reopened?
• Which section needs revision?
• Does the employee need to resubmit?
• Will earlier comments remain?
• Has the due date changed?

Cannot Edit After Submission

Contact the manager or HR.

Useful request:

“I submitted my self-assessment and then identified an incorrect project result in the goals section. Please reopen the employee portion or attach my corrected statement before the manager evaluation is finalized.”

Do not create a duplicate review.

Attachment Problems

A review may permit attachments such as:

• Project summary.
• Customer feedback.
• Certification.
• Goal report.
• Recognition.
• Development plan.

Possible upload issues include:

• File too large.
• Unsupported format.
• Special characters in filename.
• Browser session expired.
• Permission issue.
• Confidential material prohibited.

Upload only appropriate employment-related evidence.

Do not attach:

• Customer personal data.
• Trade secrets beyond the review’s need.
• Another employee’s private information.
• Medical documents.
• Unrelated personal records.

Review Disappeared

Possible reasons include:

• Review moved to history.
• Review was canceled.
• Employee changed profiles.
• Employer archived the cycle.
• Review was reassigned.
• Account permission changed.
• Rehire created a new profile.
• Review is temporarily locked during calibration.

Check:

• Completed Reviews.
• Review History.
• Archived Reviews.
• Correct employer.
• Correct review year.

Then contact HR.

Downloading a Completed Review

Where employer permissions allow:

1. Open review history.
2. Select the completed review.
3. Confirm the review period.
4. Open the final version.
5. Download or print securely.
6. Store it with personal employment records.

Use the final published version rather than an earlier draft.

Protect the document because it may contain:

• Ratings.
• Manager comments.
• Compensation information.
• Development concerns.
• Disciplinary references.
• Private employee information.

Performance Review Privacy

Performance records can contain sensitive workplace information.

Do not share a complete review through:

• Social media.
• Public support forum.
• Unverified document site.
• Shared public computer.
• Unsecured file link.

Use the employer’s official HR process when disputing or correcting the record.

MySolved Review Phishing

A fake message may claim:

• Review must be signed within minutes.
• Employee must provide a Myisolved password.
• One-time code is needed by the manager.
• Payment is required to view the rating.
• Bank information is required for a raise.
• Gift cards are needed to prevent termination.
• Remote-access software must be installed.
• Employee can purchase a better rating.

Open the official employer-provided People Cloud route independently.

A legitimate review does not require:

• Online banking password.
• Debit-card PIN.
• Gift cards.
• Cryptocurrency.
• Employee login code shared with another person.

Fake Performance Improvement Notice

A fraudulent message can imitate:

• HR branding.
• Manager signature.
• Electronic-signature platform.
• Performance-review notification.

Before opening an unexpected document:

• Verify the sender.
• Contact HR independently.
• Confirm the review cycle.
• Check the official portal.
• Do not enable macros.
• Do not install software.

Useful Missing-Review Request

“My annual self-assessment is due, but no review appears in People Cloud. Please confirm the review assignment, cycle dates, employee profile, and manager.”

Useful Reopening Request

“I submitted the review before noticing an incorrect goal result. Please reopen the employee section or attach the corrected information before the manager review is finalized.”

Useful Rating Request

“My final rating differs from the rating discussed with my manager. Please confirm whether calibration, weighting, approval, or a manager edit changed the score.”

Useful Goal-Snapshot Request

“My active goal shows 95% completion, but the review displays 60%. Please confirm whether the review uses an earlier snapshot and whether the current progress can be refreshed.”

Useful Factual-Correction Request

“The review states that I missed the June 10 deadline, but the approved deadline was June 20 and the project was delivered June 18. Please correct the factual record and reconsider the related rating.”

Useful Acknowledgment Request

“Before I acknowledge the review, please confirm whether the acknowledgment indicates receipt only or agreement with the ratings and comments.”

Useful Overdue Request

“My self-assessment was submitted before the deadline, but the overall review is marked overdue. Please identify the remaining workflow owner and required action.”

These requests provide useful details without sharing passwords or unnecessary personal information.

Who Should Handle Each Issue?

Contact the Manager About:

• Review expectations.
• Rating rationale.
• Goal status.
• Manager comments.
• Review meeting.
• Development plan.
• Peer reviewer selection.
• Performance examples.

Contact HR About:

• Missing review.
• Wrong manager.
• Review workflow.
• Calibration.
• Employee acknowledgment.
• Factual dispute.
• Privacy issue.
• Reopened or canceled review.
• Performance improvement plan.
• Formal appeal.

Contact Payroll or Compensation About:

• Approved raise.
• Bonus payment.
• New pay rate.
• Effective date.
• Retroactive compensation.
• Compensation statement.

Contact IT or People Cloud Administration About:

• Missing menu.
• Access problem.
• Attachment failure.
• Wrong employer profile.
• Duplicate employee profile.
• Review-display error.

The employer controls employee-specific performance records and review decisions. isolved provides the configured technology and does not independently determine employee ratings, promotions, or compensation.

Frequently Asked Questions

Does MySolved Include Performance Reviews?

Participating employers can use isolved Performance Management for goals, employee self-assessments, manager reviews, peer feedback, 360 reviews, rating scales, and development plans.

Why Does My Review Still Show In Progress?

The employee portion may be complete while manager evaluation, peer feedback, HR approval, calibration, discussion, or acknowledgment remains open.

Can I Edit a Review After Submitting It?

Not always. The manager or HR may need to reopen the employee section.

Why Does My Final Rating Differ From the Average?

The employer may use goal weighting, competency weighting, rounding, manager override, or calibration.

Does Acknowledging a Review Mean I Agree?

Not necessarily. Read the employer’s acknowledgment language. It may confirm receipt or discussion rather than agreement.

Can My Manager Change My Rating?

Managers can generally complete or edit their portion before final approval. HR or leadership calibration may also affect the final rating.

Does a High Rating Guarantee a Raise?

No. Compensation depends on employer budgets, pay structures, eligibility, approval, and other factors.

What Is a 360 Review?

It combines feedback from multiple sources, potentially including the employee, manager, peers, and direct reports.

Why Is My Goal Progress Outdated?

The review may use a saved snapshot, an older goal cycle, or a goal update that has not synchronized.

Can isolved Public Support Change My Rating?

No. The employer controls reviews, ratings, goals, and employee records.

Final Point

A mysolved performance review should be followed through the entire workflow rather than stopping after the employee selects Submit.

The employee should distinguish among:

• Review assigned.
• Self-assessment drafted.
• Self-assessment submitted.
• Goals updated.
• Peer feedback received.
• Manager evaluation completed.
• Rating calibrated.
• Review discussed.
• Employee acknowledged.
• Review finalized.

The safest process is:

1. Use the official employer-provided People Cloud route.
2. Confirm the correct review period.
3. Read the rating definitions.
4. Review every assigned goal.
5. Use specific, measurable examples.
6. Save the draft before submission.
7. Verify goal progress and weights.
8. Submit before the deadline.
9. Confirm that the employee portion is complete.
10. Prepare for the manager discussion.
11. Ask for evidence behind unexpected ratings.
12. Correct factual errors in writing.
13. Read acknowledgment language carefully.
14. Download the final review where permitted.
15. Never share a Myisolved password or authentication code.

Official isolved materials confirm that Performance Management can support configurable reviews, self-assessments, manager and peer evaluations, 360 feedback, rating scales, weighted goals, continuous feedback, development plans, and review tracking. The employer remains responsible for review content, rating decisions, employee-development expectations, and compensation outcomes.

This independent website does not operate Myisolved or People Cloud, submit performance reviews, modify ratings, approve promotions, calculate raises, or collect employee credentials.

Sources Consulted

This article was researched using current official isolved Performance Management, Talent Management, HR team, employee-lifecycle, customer-story, goal-management, performance-review, and People Cloud materials. Review templates, rating definitions, workflows, goal weights, employee permissions, and compensation practices can differ by employer.