[BewareTheYiga]

I worked for a big enterprise type company. Our performance management process was predictably broken like most BigCorp companies processes are. We had cascading goals from the CEO down to the team manger level, with numerous layers in between. These goals were not data driven in any way. Our performance process was heavily biased towards the quarter prior to the annual review -- so don't put any points on the board until the 4th quarter, that's when they'll count for the most. Common saying -- wins cover up sins.

As a manager of a team, I tried to institute OKR's into the process for my team at minimum. I found that technique partially successful -- meaning successful for me and my team but limited in that other teams in my department wouldn't adopt them. Too much work they said.

[arethuza]

I worked in a large company for a number of years that had a system where you were scored 1 to 5 (1 being bad and 5 excellent).

However, it really meant you were scored as either 3 or 4 as "nobody is a five and if you were a one or two you wouldn't be here anymore". My manager and I did agree it was a silly system so we settled on me being a 4 and I set everyone who reported to me as all 4s - even though they all deserved 5s.