For years I have encouraged everyone who will listen (not many) to bag the performance review. Employees who learn anything new during the annual review need to find a new boss. Bosses that find themselves saving feedback for annual reviews need to rethink their approach or career. Feedback must be continuous, abundant and sincere.
Companies have been debating and tinkering with performance reviews for a long time. Now, though, there’s science to back up the changes they’re making. In a 2014 paper in the journal Strategy + Business, David Rock, Josh Davis and Beth Jones, all researchers at the Neuroleadership Institute, concluded that the very act of giving employees a rating jolts them into a “fight or flight” scenario—“the same type of ‘brain hijack’ that occurs when there is an imminent physical threat like a confrontation with a wild animal.”