Ex-deloitte employee here. I left before this change in performance review took place, but here's some thoughts & context based on my experience: - People may

Ex-deloitte employee here. I left before this change in performance review took place, but here's some thoughts & context based on my experience: - People may be concerned that relying on four questions may be too narrow, but at the end of the day, regardless of which questions are officially on the performance eval form, those are the questions that matter. At Deloitte, I had to consistently find new projects every 2-6 months, and the question of "Given this person's performance, I would always want him or her on my team" is not hypothetical. Project manager and partners answer this question implicitly all the time when they hand-pick their team members, now it's just answered more explicitly. At the end of the day, if you're an employee, what's more important to your career: that your boss thinks you're an Excel whiz or that she enjoyed working with you and will put you on an interesting, challenging project next month? - I think some of the criticism that these questions essentially about your likability or ability to "manage upwards" are fair. But for a firm, whose business is all about providing client service, evaluating people on their people's skills for "managing upwards" seems like a reasonable proxy for their ability to "manage clients", which really is a valuable skill to the company. On the other hand, for engineering orgs, these four questions may need to be rephrased - (e.g. off the top of my head: "do I want this person responsible for delivering and maintaining critical production services").