1. Focus on the future, rather than the past
2. Assessing an employee's skills produces inconsistent data
3. Having the person working closest to the employee do the assessment, might result in "idiosyncratic rater effects"
4. Deloitte wanted to spend more time helping their employees use their strengths
5. Very frequent check-ins with employees were described as a one of the best ways to not just assess performance, but fuel performance
6. Deloitte feels that these performance conversations need to capture as much of an employee's diversity as possible, to provide not the simplest review, but the richest review.

Deloitte embarked on a radical redesign of their performance evaluation system. Several findings were revealed in the HBR article. With each finding, compare Deloitte's experience with your organization at Clark University.