1. Performance reviews aren’t performance management

Most companies confuse the two. Kim likened reviews to a marathon — a big, high-stakes event that can’t be done well without consistent training.

“The performance review is the marathon. But no one wakes up on a Saturday and just runs 26.2 miles. It takes months of training. And if you don’t put in that training, your marathon experience will suck. It’ll be anxiety-inducing. It’ll hurt your culture.”

The takeaway? If you’re not building systems for feedback, recognition, and development throughout the year, your performance review process will always fall short.

2. Most companies aren’t honest about why they do performance reviews

Kim stressed the importance of clearly defining the intent behind performance reviews. Compliance? Comp? Development?

“If you’re doing it for SOC 2 compliance, fine. Just tell your team. But if it’s about comp and bonuses, now you’re talking about livelihoods. You can’t just check the box.”

She pointed out that many companies say reviews are about development, but don’t actually invest the time or energy to make that real. Without alignment, trust breaks down.

3. Decouple performance and compensation to reset trust

Kim made a compelling case for separating performance conversations from comp decisions.

“What disappointed you? What was so infuriating about that last review? It was the reward. So what if we just did rewards differently?”

Instead of dangling raises, she suggests giving people back their time if they’re crushing it. Or exploring profit sharing. Or creating optionality based on individual preferences. Her broader point: meaningful recognition doesn’t always have to mean more money.

4. Start over. Design with your company in mind.

For leaders overwhelmed by tools, philosophies, and AI solutions, Kim’s advice was simple: start fresh.

“Your performance program has to be unique to your company. What do you want to achieve? Who are you hiring? What do they care about?”

She encouraged HR leaders to throw out the playbook and treat performance as a product. That means:

• Interviewing your users (managers, execs, employees)
• Piloting with one org before scaling
• Measuring what matters (and knowing when to scrap it)

5. Reward flexibility, not just output

Kim believes the next evolution of rewards will be about choice. Not everyone wants more cash. Some want time. Others want learning.

“If this 9-to-5 only pays you so much, can we support you in your 5-to-9? Could we fund a class, or give you time back, or support your startup idea? Let’s think beyond the raise.”

Thanks for reading. See you next time!

P.S. If you like MPL, help us grow the show by giving us a 5 star rating on Apple or Spotify.