Lattice Frequently Asked Questions

First, raise the issue with your manager or People Partner. There may be context or business reasons for the change, and it’s often possible to work together on a solution. If you’re still concerned, document your experience and escalate to HR.

Violence includes threats and intimidation, not just physical harm. If you feel unsafe, report the behavior to your manager or HR immediately. Your safety is our priority, and your concerns will be taken seriously.

Report the hazard immediately to your supervisor or the health and safety officer. You can also use the anonymous reporting system if you prefer.

If a comment or behavior makes you uncomfortable, it’s okay to speak up — whether directly, to HR, or anonymously. You don’t need to label something as harassment to report it.

If you see a violation from a team member, please report it to HR or your supervisor. The goal is to address the issue constructively and ensure compliance with the policy.

Politely approach them and offer to help them check in, or notify reception or security right away.

Report it immediately to your manager, HR, or the safety officer. You can also submit a safety concern anonymously.

Report it immediately through the appropriate channel, such as the anonymous hotline or directly to HR or compliance. Don’t try to investigate it yourself.

You should report any observed violations of the code to HR or your manager. Reports are treated with confidentiality, and employees are protected from retaliation when reporting violations in good faith.

If you witness harassment, you should still report it. Bystander intervention plays a key role in maintaining a respectful workplace. You can report it to your manager, the People team, or use the anonymous reporting tool.

If your one-on-ones are starting to make you sweat, try asking your manager if there’s a way to make them more collaborative. Suggest using a template to help structure discussions — or offer to schedule dedicated project check-ins separately from one-on-ones to make their intent and purpose clear.

Start by assuming positive intent. Perhaps they’ve been preoccupied with hiring a new team member, or a new project has recently impacted their work-life balance. Raise the issue directly with your manager, preferably in person if possible. Try a simple statement like “I find our one-on-ones really helpful for staying on track. Would it be possible to schedule a recurring time?” If cancellations continue, raise the issue again, send an agenda ahead of time, and show consistent preparation.

When budgets or roles aren’t available, look for low- or no-cost options, Berk advised. Check out inexpensive online training courses, or connect the employee with a mentor in your own network. Encouraging them to sit on a local nonprofit board is another option, she added — as a board member, they could provide guidance in their area of expertise, such as marketing, finance, or HR, while building leadership experience.

Follow the emergency procedures outlined in the policy, such as evacuating the building and reporting to the designated assembly point. Familiarize yourself with the location of fire alarms and fire extinguishers.

During your demo call, our team will walk you through the key features of Lattice, tailored to your organization's needs. We'll answer any questions you have and discuss how Lattice can help you achieve your HR goals.

Leaders should listen carefully, and document any relevant details before assessing the level of risk and next steps. In the first instance, support the employee and thank them for sharing while reiterating the confidentiality of the matter. Then, depending on the seriousness of the issue, address it privately with the manager while protecting the source, or flag it with HR.

Managers and employees should revisit the context together and clarify exactly where they disagree. Employees should then be asked to add their perspective to the record. This ensures the appraisal remains evidence-based, fosters psychological safety, and allows for constructive dialogue.

It's important to avoid overbuying tools that won’t get used or that include features that you don’t need. Rather than purchasing a large and complex solution with the intention to grow into it, choose tools that can meet your current needs, and then grow along with your business. Start with the fundamentals (feedback, goals, and reviews) and expand as your needs grow.

Focus on ease of use, core features you need now, seamless implementation, and integrations and modules you can add as you need.

Personal or sensitive topics like health, family, or interpersonal issues should remain confidential unless relevant to an employee’s performance. Appraisals should focus only on observable outcomes, goals, and agreed-upon expectations. The key is to maintain trust while ensuring the appraisal reflects work performance, not private context.

As well as the cost of the software itself, it’s vital not to underestimate the implementation costs. As a general rule, expect to pay an additional 10–30% of your annual software fee for implementation for mid-market software. For enterprise platforms with more complex data migration and configuration, that could rise to 30–70%.

You should also factor in the time costs for data migration and training.

Document every meeting: the date, who attended, what was discussed, what progress was observed, what concerns came up, and what action items were assigned to each person. Written documentation should reflect the conversation accurately (not just the positive moments). If you raise a concern verbally but don't document it, it effectively didn't happen from an HR and legal standpoint. Use a consistent format across all check-ins to make the final record coherent and easy to follow.

Even if an employee refuses to acknowledge a PIP, the process still moves forward. Document that they reviewed the PIP, note their refusal to acknowledge receipt, and maintain records of the conversation. Managers should continue following the PIP process and ensure the employee understands they're still being held to the outlined expectations, timeline, and potential outcomes.

Your mid-year review results should inform your next steps, whether that means adjusting your goals, crafting a professional development plan, or something else. It can also be helpful to review your mid-year evaluation results before your next performance appraisal to see how far you’ve come.

Pricing for compensation management tools can vary hugely depending on the complexity of your setup. Company size, location, global compensation needs, and additional features like advanced analytics or pay equity modules can quickly inflate your costs.

Beyond the initial subscription cost, check for add-on fees across implementation, integrations, training and support, or additional modules.

Learn more about Lattice pricing.

Lattice's performance review software is designed to be scalable and can be customized to meet the unique needs of organizations of all sizes, ensuring fair and consistent evaluation practices, no matter the size of your workforce.

To get the most value out of people analytics, HR teams need a mix of technical, analytical, and strategic capabilities. These important skills include data literacy, critical thinking, change management, communication, and a strategic mindset. Together, these competencies ensure HR professionals can interpret, communicate, and use data effectively.

At Lattice, we believe that an integrated approach to performance, engagement, and development is a critical foundation for high-performance cultures. Culture Amp follows a philosophy that engagement matters most and performance is an afterthought.

Weekly one-on-ones are essential for maintaining momentum and addressing immediate priorities, keeping communication consistent and timely. Monthly meetings offer more time for deeper conversations focused on career development and team dynamics. Quarterly sessions provide space for high-level planning, reflection on progress, and setting long-term goals. While maintaining a regular cadence is important, it’s equally important to be intentional about keeping each meeting’s agenda. Consistency is key to ensuring employees have a dependable space for real conversations.

OKRs work best when they’re both top-down and bottom-up. This helps keep everyone pulling toward the same company goals, but gives teams and individuals greater agency in setting the stretch goals and key results that reflect exactly how they’ll contribute.

A 360 review gathers employee feedback from multiple perspectives — managers, peers, and direct reports — to understand how someone leads and collaborates. It’s meant primarily as a developmental tool, not a compensation lever. Traditional performance reviews are usually top-down, conducted by a single manager, and focus on business outcomes, goals, and job-specific metrics that are tied directly to pay, bonuses, and promotions.

A termination usually refers to separation due to cause (such as misconduct or performance), whereas a layoff typically results from economic reasons, organizational changes, or redundancy — and is not due to employee fault.

An NDA protects confidential information. A non-compete restricts you from working for a competitor for a period of time after leaving the company. They’re often separate legal agreements.