Performance & Competency Journal

Managers avoid “recency bias” by having a complete record of the year:

• achievements
• behaviours
• challenges
• conversations
• examples of applied capability

For roles where competence is demonstrated frequently (clinical, technical, operational), the Journal:

• captures micro-evidence
• logs exposure
• supports progressive skill development
• links directly to required competencies

Journal entries provide real examples, so reviews and 1:1s become:

• specific
• factual
• constructive
• actionable

No more scattered Word files, emails, or notebooks. Everything is centralized and linked to role expectations.

The Centranum Journal is one part of a broader, integrated capability system.
It works alongside — not instead of — the other evidence layers.

Centranum captures evidence at three levels:

1. Capability Passport — “Verified Records”

The official record of:

• qualifications
• certifications
• licenses
• verified competencies
• completed training

2. Competency Assessments — “Formal Evaluation”

Mapped to roles and competency profiles, using:

• behavioral indicators
• observation-based assessment
• knowledge tests
• case-based clinical assessments
• evidence files uploaded in assessments
• formal sign-off workflows

3. Journal — “Continuous Evidence in the Flow of Work”

Where managers and staff capture:

• performance conversation notes
• examples of applied skills and behaviours
• progress on responsibilities and goals
• clinical practice reflections
• CE/CPD hours
• issues flagged and resolved
• everyday observations that support reviews, audits and development

Together, these layers create a complete, defensible picture of capability, combining:

• verified qualifications
• assessed competence
• ongoing demonstrated performance and learning

This is the foundation for fair performance reviews, precise development planning, and consistent competency assurance — especially in clinical, technical, and operational environments.

The Journal mirrors the structure of the role and performance system.

Manager observations, practice notes, and evidence of applied skills.

For broader observations, ideas, or reflections not tied to specific elements.

Managers can add a short performance comment or rating to capture the overall period.

The Journal is most powerful when paired with real-time visibility. Centranum provides practical dashboards and reports that help managers stay informed and take timely action.

Team dashboard – managers real time view:

Per person

• number of Journal entries for the selected period
• number of issues logged and resolved
• “last updated” timestamp for each team member
• staff with no entries

Click through to review details and identify

• where conversations are and are not happening
• where support may be needed
• where documentation is missing
• patterns in issues or performance concerns

Standard Journal-related reports include:

• Issues Log Report — all issues raised, unresolved, and resolved with timestamps
• Journal Activity Report — entries by person, type, date range

Built-in notifications ensure nothing is overlooked:

• automated prompts for managers to record performance conversations
• alerts when issues are logged
• reminder notifications for mid-cycle check-ins
• optional email summaries of Journal activity for selected periods

These automations help maintain a consistent rhythm of feedback and documentation throughout the year — without adding administrative load.

• Easy to use
• Structured (notes aren’t lost)
• Evidence is always available
• Supports fair, consistent reviews
• Keeps performance conversations grounded in real examples
• Works across all types of roles

And because the Journal links to role expectations, it keeps the focus on what truly matters.

1. Performance Management: Practical Model for Better Reviews

A clear, research-based framework for fair and effective performance reviews — grounded in responsibilities, goals, competencies, and evidence.

2. Core Competencies in Performance Management

Explains how values, behaviours, and core competencies shape the “HOW” of performance, and why they matter for reviews and development.

3. Competence & Performance — What’s the Difference?

Clarifies the relationship between job performance and demonstrated competence, and how evidence from real work supports both.

4. Driving Performance: Work Design & Expectations

Shows how clear role expectations and well-defined responsibilities improve performance and make evidence-based conversations easier.

5. How to Achieve a Feedback Culture

Practical guidance for building consistent, constructive feedback habits — supported by tools like the Journal.