The employee receiving a review or the manager conducting it rarely look at a performance review with any sort of positive anticipation. Given the tremendous amounts of stress such reviews create for both parties, it may be worth overhauling the way they are performed. A healthier, more proactive approach may be to consider conducting performance "previews," where a small percentage of the meeting is spent looking back at past actions, and the majority of the time is spent discussing future plans. The retroactive approach—where past actions and behaviors are dredged up and analyzed—can be counter-productive, and at worst, damaging. One particular problem with such reviews is their infrequency. Behaviors, both positive and negative, need to be reinforced immediately after they occur, not in annual meetings far removed from the initial situations. Another potential replacement for the traditional performance review is the 360-degree method, where an external party collects feedback on an employee’s strengths and weaknesses from numerous sources, including co-workers, subordinates and even customers. Less threatening than a traditional one-on-one review, these meetings can give an employee a more complete picture of their performance.
View Source: The Age