For some employees, the culmination of a year’s hard work and the accompanying rewards or lack thereof still depend on the singular event of the annual performance review. Long a critical component of an effective employee performance management program, are annual performance reviews losing their relevance in today’s rapidly evolving workplace?

Detractors see little upside, citing limited engagement because of their infrequency and resulting delayed feedback and employee anxiety because they often focus on weaknesses instead of achievements. In response, forward-looking organizations increasingly are shifting toward a continuous performance management approach that motivates rather than demotivates employees.

See also: King’s Hawaiian killed old-school performance reviews. Should you too?

At Sony Music Entertainment, for instance, performance management is defined as an ongoing and collaborative process between managers and their people, according to Marcela Esquivel, the company’s vice-president people experience (HR), Asia and Middle East. She recently spoke with HRM Magazine Asia on the topic.

“We always put our artists first, and that has always been the core of what we do; hence, that mindset starts with us. This process emphasizes regular communication to review goals, expectations and development plans,” Esquivel said.

“Our objective is to empower our people to perform at their best by aligning their efforts with the organization’s strategic objectives, thereby creating a positive and fulfilling work environment.”

To enhance this approach, Sony Music launched its Global People Promise initiative, designed to shape the future by fostering powerful new ideas at the intersection of music, technology and culture.

The initiative includes a set of core values and behaviors that are integrated into Sony Music’s performance management process, she said. These values—Creator First, Fuel Excellence, Elevate Each Other, Imagine More and Act Responsibly—serve as guiding principles for achieving employees’ goals across all markets.

“By incorporating these values into our performance management strategies, we ensure that every employee prioritizes the work that matters most and champions positive change that reinforces a strong sense of purpose and accountability within our teams,” said Esquivel.

If performance management isn’t broken, improve on it

With innovation and creativity at the core of ensuring business continuity and growth, organizations have been compelled to move away from practices that have seen their relevance wane in recent years.

Performance reviews, however, are an opportunity to reimagine the traditional performance management process through innovative tools and more agile practices that help organizations strike a better balance between reflecting on past performance and identifying areas to foster future growth. Sony Music, for instance, recently launched its in-house People Performance Tool.

The tool “promotes a culture of continuous feedback, engaging both our people and managers to focus on key priorities through real-time feedback on goals (the WHATs), the behaviors (the HOWs), and clarity in development plans and career paths,” Esquivel said. “Open communication is key, making feedback a regular part of our culture to build transparency and trust across the organization.”

At Sony Music, clear objectives and KPIs are defined to align individual goals with company objectives. This reinforces the importance of values and behaviors, providing ongoing feedback from managers and different stakeholders, and creating tailored development plans for short-, mid- and long-term career growth.

“While these steps might seem standard, embracing each with agility and a strong ownership mindset is crucial for evolving our business and meeting future challenges effectively,” said Esquivel.

See also: Find high achievers while breaking away from the performance review trap

Several key assessment pillars established by the new too also support the foundations of Sony Music’s approach to performance management.

• Goal setting: This is the first step in which leaders cascade their own goals, discuss expectations with employees and guarantee objectives are defined in achievable and measurable ways.
• Ongoing feedback and coaching: Ensuring continuous feedback and coaching helps to improve employees professionally and personally, celebrate their successes and encourage them to discuss their career plans and development.
• Skills assessment: This analyzes and addresses development needs in areas such as functional, leadership and behavioral.
• Capability building: Fostering a better understanding of any organizational capabilities gap empowers Sony Music to build a platform to construct a talent pipeline for the future.
• People commitment: A people focus remains paramount, and Sony Music is committed to enabling its people and collaboratively cultivating a unique organizational culture for all.

Data-driven approach reshaping performance management

Like many other HR and business functions, performance management is being inexorably transformed by technology.

Sony Music, like almost every other organization, is leveraging technology to elevate its efforts in this area. The People Performance Tool automates processes, offering features like a performance goal tracker, scorecards that visualize team progress, and insights to identify strengths, skills gaps and future performance trends.

It also provides continuous feedback loops through automated reminders and check-ins, ensuring employees stay aligned and informed throughout the process.

“Technology is essential across all phases of performance management, starting with automating the process to facilitate fact-based, meaningful conversations during regular feedback sessions,” Esquivel said. “It enables real-time tracking of performance metrics, helping leaders make decisions in areas like development, recognition, and talent pipeline management.”

Shawn Liew wrote this story for HRM Asia. Find more from this author at HRMAsia.com