266 More Frequent Performance Reviews Won’t Help If The Boss Is Still Clueless

 Introduction

In today’s workplace, annual performance reviews are being scrapped in favour of more frequent check-ins. Firms like Accenture, Deloitte, Adobe, GE, and Microsoft have all abandoned traditional annual reviews in the last decade, shifting instead to monthly or even continuous feedback systems. On paper, it sounds modern and progressive. In practice, however, little has changed. Without properly trained managers who know how to lead effective performance conversations, more reviews just mean more frustration. The real issue is not the calendar—it’s the capability of the boss.

Why aren’t frequent performance reviews working?

Frequent reviews look good in corporate press releases, but research and employee surveys show they don’t actually improve engagement. Companies like Adobe and Deloitte found annual reviews ineffective, so they moved to monthly or project-based systems. Microsoft and GE adopted continuous feedback apps to track performance in real time. Yet the same managers who struggled with annual reviews are now expected to deliver high-quality conversations every month or quarter. Instead of better feedback, staff just get more awkward, unclear, and demotivating exchanges.

Mini-summary: Even when firms like Adobe or Deloitte adopt frequent reviews, untrained bosses still deliver poor conversations.

What is the real cause of failed performance reviews?

The heart of the problem is communication, not scheduling. Leaders are being asked to provide feedback more often without ever learning how to do it well. This is true in multinationals like Accenture or Microsoft, just as it is in Japanese SMEs. HR tech platforms now enable instant feedback, but if bosses don’t know how to give it effectively, conversations remain pointless. Until we fix the skills deficit, reviews—whether weekly, monthly, or annual—will fail to deliver clarity, motivation, or alignment.

Mini-summary: The root issue is a communication skills gap, not the review cycle—high-profile firms prove this too.

Why do bosses struggle to have meaningful conversations?

Many leaders are overwhelmed and chronically time poor. A big part of the problem is delegation—or rather, the lack of it. Too many bosses hoard work instead of empowering their teams. Combined with endless emails, back-to-back meetings, and excessive reporting, poor delegation creates frantic, burned-out managers. In Japan especially, “player-managers” take on too much individual work and neglect leadership responsibilities. The result is a schedule so overloaded that there is no bandwidth left for deep, meaningful discussions with direct reports. Even firms like GE and Microsoft, who adopted continuous feedback models, have struggled with this managerial bottleneck.

Mini-summary: Without proper delegation skills, bosses stay frantic and time poor—killing the chance for meaningful conversations.

Can AI fix the performance review problem?

AI-powered HR systems promise efficiency, and companies like Deloitte and Accenture are experimenting with digital platforms to support feedback. But technology cannot replace human empathy or leadership. Unless managers themselves are trained to listen, coach, and motivate, AI just speeds up a broken process. It may streamline reporting, but it cannot substitute for trust and communication between boss and team.

Mini-summary: AI can help administer reviews, but even the biggest firms show that without skilled leaders, reviews stay ineffective.

What training actually makes reviews effective?

The solution is not a quick two-hour workshop—it’s sustained behavioural training. Programs like Dale Carnegie’s Leadership Training for Results focus on real skill-building in communication, time management, and delegation. Leaders must confront fear, practise feedback, and embed habits until they become second nature. This type of training, already adopted by firms in Japan and across Asia-Pacific, creates lasting change that technology alone cannot provide.

Mini-summary: Long-term training in communication, time management, and delegation is essential for effective reviews.

What should executives and HR leaders do now?

Executives need to treat people development as a strategic priority, not a side project. The lesson from firms like Adobe, Deloitte, GE, Microsoft, and Accenture is clear: changing the system doesn’t work without changing the skills of the leaders inside it. Performance reviews will only drive growth and retention if leaders are trained to deliver them with clarity and empathy. That requires teaching bosses to manage time, delegate effectively, and hold meaningful conversations. Without this shift, the “frequent review” fad will go the way of many failed HR experiments.

Mini-summary: Companies must invest in upskilling leaders—especially in delegation—or frequent reviews will remain empty corporate theatre.

Conclusion

Performance reviews are not fixed by frequency—they are fixed by quality. In Japan and worldwide, unless bosses are trained to manage time, delegate effectively, communicate with skill, and coach with empathy, reviews will continue to frustrate rather than inspire. The lesson for 2025 is simple: don’t just do them more often—do them better.