What specifically does your organization expect from doing performance reviews? Here is a list of possible desired results and ideas for how to get them other than from performance evaluations.
If you want better performance…
How about implementing real time management of the employee via day-to-day communication about what’s going well; what, if anything, needs improvement; and what opportunities there are for development of/advancement in skill.
If you want documentation…
Why not try a quarterly meeting between an HR generalist and each manager to review all direct reports regarding what’s working, what’s not and what’s ahead. The pair works together to craft communication to each staffer to keep them on track and feeling connected.
If you want greater productivity, innovation, agility…
You could try a facilitated meeting among top leadership or top management to confirm among themselves with HR what those qualities actually look like in measurable terms. Those qualities and metrics are then integrated into behavioral interviewing questions for new talent and into performance communication between managers and employees.
If you want a higher quality workforce…
Maybe consider exiting under-performers.
Strategic leadership requires connection to business strategy and results.
Be Uncommon
What’s the business result?
When we ask why we want to do performance reviews, we discover the business result we’re looking for. When we solve for that result (better performance, higher quality workforce, etc.), instead of solving for the activity (performance appraisals), we get a larger solution set and a better connection to what the organization requires.
Be strategic. Be Uncommon.