InfoQ have published an article which offers a compelling argument that common corporate performance reviews are fundamentally broken, and should be abandoned. While I largely agree with this premise, I don’t see a great deal of improvement in the proposed solutions.
Perhaps it reflects differences in the kinds of places we have worked, but for me an effective performance review should concentrate on a holistic view of how the individual has contributed to the success of the organization. I am worried that neither of the two proposals encourages “thinking outside the box” and doing whatever is most effective for the business. Instead, they concentrate on reinforcing existing decisions such as pigeon-holing staff into “team members” and “managers”.