The HR world is saying goodbye to annual employee evaluations.
This is no longer a novelty, but a strong trend that, like many things, has two sides and will please some while worrying others, especially if it means reductions in human resource management departments.

It's rather clear that annual employee evaluations miss the point, and it probably always has been,
only now large companies and corporations are putting this knowledge to use. Both employees and managers agree that such evaluations are unreliable, meetings are unconstructive, and everyone wastes time. Instead of annual evaluations, the time has come for ongoing contact and tools more akin to mentoring
and coaching.

Every student knows that at the end of the year they will receive a report card with grades obtained throughout the year - from both announced tests and unannounced quizzes. This gives them a chance to verify their progress and, under the teacher's guidance, improve weaker areas and strengthen the strong ones, for example, by participating in subject olympiads. It doesn't have to be different at work. A manager can play a similar role to a teacher, and this - along with the independence and responsibility of the employee - an adult person, can and often does yield very good results.

How does the issue of evaluations look in your companies? What's your attitude towards them?

For example, in our company, in brief, it looks like this:
There are two tools that are essentially separate: monthly surveys and conversations
- on a quarterly basis.
Not everyone chooses to send a survey, they have the right not to.
However, everyone participates in the quarterly conversation.

At the end of each month, we can - but don't have to - fill out a short survey where we summarize our work and record our development plans. The survey is scored, and if we decide to fill it out and send it to our supervisor within a specified time, it becomes the basis for a bonus.

Once a quarter, we meet with our supervisor for a conversation - (that is: we talk to each other essentially whenever we want and need, we're in the same office and there's an open-door policy,
I mean THAT conversation, called the quarterly one).
Sometimes the conversations are very emotional and can be painfully honest for both sides. Nevertheless, if they're not to be a waste of time, there's no point in having insincere ones.

Insincere conversations, and moreover, conducted only once a year, make even less sense.