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AI in Performance Reviews: Not the Way You Think

AI is reshaping performance reviews—shift from compliance to curiosity, measure adoption, and prepare for a new HR reality.

AI in Performance Reviews: Not the Way You Think

In a recent newsletter post, I looked into the groundbreaking Procter & Gamble "Cybernetic Teammate" study, and the findings confirmed what I’ve been suspecting: we are witnessing a fundamental restructuring of what is possible with our workforce.

The study revealed that individuals using AI performed just as well as two-person teams without it, effectively matching the output of a larger group while reporting significantly higher positive emotions.

Let that sink in.

We aren't just talking about incremental efficiency anymore; we are talking about the complete collapsing of professional silos and a massive leap in capacity and alpha (the ability to perform better than the standard).

Yet only 30% of HR professionals use AI daily, reports show employees use AI more personally than professionally, and most companies struggle to measure how their organizations are adopting HR.

So, can we measure AI adoption and proficiency in performance reviews?

Meta says yes, but the “HOW” has been the talk of HR communities recently.

Let's dive into ways we can bring AI competency and proficiency into the performance review process.

AI in HR Today
with Anthony Onesto

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TOGETHER WITH

The New Competency: Curiosity

Most organizations are just getting started with AI.

You might not have a complete AI policy yet, and that’s fine.

This year, the goal isn’t strict compliance; it’s about seeing what’s happening, encouraging curiosity, and learning together.

We need to change how we think.

As I said in 2016, if a task is repetitive, it can be programmed, and if you don’t adapt, someone else will.

So, we shouldn’t punish people for not using AI yet.

Instead, let’s look for the curious employees who are trying new things, learning quickly, and finding ways to work smarter.

The Philosophy: Culture Over Compliance

Recently, I spoke with people in my network, and one idea kept coming up: treat AI adoption as a cultural change, not just a set of rules to follow.

If you require AI use too soon, people may just go through the motions.

For example, someone might use ChatGPT to write a basic email just to check a box.

That doesn’t help anyone.

Instead, we need to create a "Safe Space."

Managers need to be instructed that "no example this year is okay."

This reduces anxiety.

It encourages honest reporting.

We want to build an entrepreneurial mindset within the organization, where people feel safe generating ideas and testing them.

We want to reward the initiative of trying a new tool, even if the result wasn't perfect.

Tactical Implementation: The Exact Questions to Ask

So, how do we measure something as vague as curiosity? Let’s get practical. Here’s a plan you can use right away.

The Engagement Baseline (The "Pulse"): Before the review meeting, use engagement surveys to see how your organization is doing. Ask these two simple questions:
- Frequency: "How often have you used AI tools in the past 3 months? (Daily, Weekly, Never)"
- Application: "What types of tasks have you used AI to help with?"
The Performance Review (The "Deep Dive"): During the review, encourage people to reflect on their experiences.
- Self-Reflection Question: "How have you used AI to improve your work or shown curiosity in exploring it?"
  - Guidance: Ask them to consider how they improved a process, increased quality, or found new ways to be creative.
- Manager Review Question: "How has this person used AI to improve their work or shown curiosity?”
  - Guidance: The main goal is to make things visible. If the manager isn’t sure, that’s useful information too.

The Maturity Model

We need to start with the basics before moving ahead. Think of this as a step-by-step approach for your team.

Phase 1 (Current): Awareness and Openness. Right now, the goal is to help people feel comfortable. We want employees to share how they use AI without worrying about repercussions. We’re moving toward a leadership style that supports and empowers everyone.
Phase 2 (Future - 2026): Clearer Expectations. As your tools improve, the focus will change. Instead of asking, "Did you try it?" you’ll ask, "Did you use the company tool well?" Over time, knowing how to use AI will be as normal as using email or spreadsheets.