“To date nearly 10 percent of Fortune 500 companies have done away with annual ratings, according to Cliff Stevenson, a senior research analyst for the Institute for Corporate Productivity, a research network that studies management practices. Adobe and Medtronic were some of the earliest large companies to do so several years ago, followed by places like Microsoft and Gap. That number is likely to rapidly grow.”   http://www.washingtonpost.com/news/on-leadership/wp/2015/08/17/why-big-business-is-falling-out-of-love-with-annual-performance-reviews/

“If you put this new generation in the box of the performance management we’ve used the last 30 years, you lose them,” said Accenture chief executive Pierre Nanterme. “People want to know on an ongoing basis, ​am I doing right? Am I moving in the right direction? Do you think I’m progressing? Nobody’s going to wait for an annual cycle to get that feedback.” http://www.washingtonpost.com/news/on-leadership/wp/2015/08/17/why-big-business-is-falling-out-of-love-with-annual-performance-reviews/

“A recent performance-evaluation overhaul at Deloitte, the accounting firm,made the cover of the Harvard Business Review, when the firm replaced a laborious annual process—it included “consensus meetings,” where people got together and compared employees to one another—with the requirement that, after every project, managers respond to four straightforward statements. On a five-point scale, Deloitte managers write down how strongly they agree with two assertions: “Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus;” and “Given what I know of this person’s performance, I would always want him or her on my team.” And they answer yes or no to two more statements: “This person is at risk for low performance,” and “This person is ready for promotion today.” The answers are used not only to make decisions about who should be promoted or how much she should be paid, but to influence how the company helps promising employees advance and helps troubled ones get back on track. As some of the people involved in Deloitte’s ratings redesign put it: “In effect, we are asking our team leaders what they would do with each team member rather than what they think of that individual.”               http://www.newyorker.com/business/currency/the-push-against-performance-reviews​