Are performance reviews necessary in an MT organisation?
BLUF: In an organisation that universally practices MT principles (particularly feedback and coaching), are performance reviews as practiced in a modern organisations necessary? (as opposed to pay reviews or succession planning)
I rolled out quarterly mini-reviews to our company around 9 months ago, to force managers to communicate about performance in *some* way with their directs until I could get everyone on board with the MT trinity, and also to provide some objective data upon which to base pay reviews.
Now we've got feedback flowing around the organisation, we're doing a hot wash on our review process and I'm having trouble coming up with credible reasons for doing periodic performance reviews. As far as I can see, a performance review in an MT organisation could be little more than a printout of every piece of feedback given, the values of periodic metrics that we collect and report on to employees, and a summary of coaching notes.
Do I have the right take on this? Are there still benefits to performing periodic performance reviews in our company, and if so, what should they include and look like? Are the only elements of periodic, written, large-scale review in an MT organisation pay reviews and succession planning?