In 2012, Adobe made a fundamental change to how it manages performance by completely abolishing traditional annual performance reviews and ratings including forced rankings and detailed evaluation forms replaced by a continuous, feedback-driven approach called Check-In.
The Check-In model focuses on regular, two-way dialogue between employees and managers throughout the year. These ongoing discussions centre on three core areas: setting and aligning expectations and goals, exchanging real-time feedback, and discussing career growth and development. By removing formal ratings, the process shifts the emphasis from end-of-year judgment to continuous improvement and meaningful support.
This change produced measurable results as reported by Adobe, voluntary turnover dropped by approximately 30%, indicating higher engagement and reduced dissatisfaction associated with annual reviews. The company also saved substantial managerial time estimated at over 80,000 hours per year through the elimination of the administrative burden of traditional performance cycles.
Ultimately, Adobe’s Check-In model is widely viewed as a leading example of modern performance management because it prioritises continuous communication, employee development, and alignment with organisational goals and it has inspired many other companies to rethink annual reviews in favor of ongoing feedback systems.
