I've always hated annual reviews. That's not an encouraging start to giving advice, I know, but it's my reality, and unfortunately it's all too common. So why do so many of us loathe annual reviews?

For starters, they take too long. At all of my previous companies, we would spend at least three months on the process, from individual reviews to manager feedback to compensation and promotion approvals. The annual review conversation has also never been very useful outside of inducing anxiety at the end of the year; Due to its infrequency, the ups and downs of the year aren't accounted for, and we learn very little as managers and employees as a result. Topping it off, annual reviews have historically just been about performance, leaving a critical piece — employee engagement — unaddressed in the most influential evaluations throughout an employee's career.

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The tech industry has come a long way over the last few years in terms of recognizing the importance of HR. Most CEOs now share my long-held belief that HR can and should play a strategic role at a company, and that having "good HR" can be as important as having "good tech," "good marketing" or any other function.

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"The time for inaction is over."

Such was the through-line in dot.LA's Thursday panel discussion on "Measurably Increasing Diversity in the Workplace."

Joining dot.LA host Kelly O'Grady was Oona King, VP of diversity, equity & inclusion (DEI) at Snap and a member of the UK House of Lords, and Kobie Fuller, partner at Upfront Ventures. The conversation centered on what organizations must do to ensure that this moment of acute awareness of the societal issues around DEI does not go to waste.

"I am grateful that white people have woken up," said King, who has also worked in diversity and inclusion at the UK's Channel 4 and YouTube. "But my gratitude will turn back to rage if they go back to sleep."

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