Amazon.com Inc. is implementing a significant change in its performance review process for its approximately 350,000 corporate employees, starting in early 2026. Employees will be required to submit lists of three to five key accomplishments from the previous year, marking a shift towards a more metrics-driven evaluation system. This decision, confirmed by multiple sources and outlined in internal documents, emphasizes individual contributions rather than team-focused feedback.
This policy aligns with CEO Andy Jassy‘s initiative to foster a more disciplined and accountable corporate culture. The introduction of this requirement follows a series of adjustments within Amazon, including the recent elimination of 14,000 roles in corporate and managerial positions. Insiders suggest that the new performance review system aims to identify underperformers and ensure that remaining staff meet the company’s ambitious growth targets, particularly in areas such as artificial intelligence and cloud computing.
Shift Towards Individual Accountability
According to a report from Business Insider, the mandate for employees to “share specific work achievements” is part of a broader overhaul designed to enhance transparency and merit-based advancement. The timing of this change is particularly noteworthy as it comes after Jassy’s public discussions on the transformative role of AI in Amazon’s operations. In a July 2025 interview with CNBC, Jassy stated that AI would automate routine tasks, allowing employees to concentrate on higher-value work. However, this adjustment appears to extend beyond automation, serving as a mechanism to quantify productivity in a landscape where remote work has blurred traditional oversight.
Critics within the organization have expressed concerns that this focus on personal accomplishments could intensify existing pressures related to work-life balance. Stricter office attendance policies are being enforced, with managers closely monitoring in-office presence. Some employees have reported a perception that visibility in physical workplaces plays a role in evaluations. An article in India Today highlights the high-pressure atmosphere created by the dual emphasis on individual achievements and physical attendance, where employees feel compelled to deliver results while also demonstrating their efforts in person.
Potential Impacts on Employee Morale
This approach mirrors trends seen in other tech firms such as Google and Meta, which have also increased performance scrutiny following the pandemic. Yet, Amazon’s specific requirements set it apart. The internal review process, known as Forte, now integrates self-reported accomplishments with feedback from peers and supervisors, potentially affecting promotions, bonuses, and job security. One anonymous employee described the process as “a resume-writing exercise under duress,” highlighting the anxiety it has generated among staff.
Historically, Amazon has operated under its 16 leadership principles, which emphasize ownership and innovation. The new performance review system explicitly links individual achievements to these principles, reflecting Jassy’s desire to instill greater discipline within the workforce. Following the 2023 return-to-office mandate, Jassy has consistently communicated the importance of a disciplined approach to corporate culture.
Public reactions on platforms like X (formerly Twitter) show a mixture of frustration and resignation among Amazon employees and observers. Concerns have been raised about the policy potentially favoring visible, quantifiable successes over collaborative or behind-the-scenes contributions. Some users have drawn parallels to previous criticisms regarding the treatment of Amazon’s warehouse staff, pointing out disparities between executive compensation and worker conditions.
Jassy has made substantial investments in AI, exceeding $150 billion in generative AI and related infrastructure, as noted in a report by Fortune. He has framed the performance review changes as cultural shifts rather than financial measures, asserting that recent layoffs were aligned with core values rather than driven by economic pressures. This narrative positions the reviews as tools to empower employees, enabling them to focus less on routine tasks while advancing in innovative fields.
Despite this, the implementation of the new policy has encountered challenges. Some departments report confusion over what constitutes a “key accomplishment,” leading to informal guidelines circulating among employees. This ambiguity raises concerns that talented workers may seek environments with less bureaucratic oversight. Discussions on platforms like Slashdot reveal a divided community, with some praising the meritocratic intent while others criticize it as a form of micromanagement.
As this model extends beyond Amazon, its implications for broader tech industry practices could be significant. With Amazon’s workforce nearing 1.56 million globally, changes within the company often set benchmarks for others. A report from Allwork.space describes this policy as a “demand for proof of productivity,” suggesting it may inspire similar practices in sectors grappling with the productivity challenges of remote work.
Employee advocates have pointed out potential equity issues, noting that the system might disadvantage those in support roles or with caregiving responsibilities, who may find it difficult to compile impressive achievement lists. This concern echoes broader critiques of Amazon’s labor practices, as seen in past discussions on platform X regarding worker exploitation amid executive profits.
Amid these developments, some employees have turned to unions or external networks for support. While Amazon has resisted unionization efforts in its corporate ranks, the policy has reignited conversations on platforms like X, where users exchange tips on navigating the new review process. Experts from HR firms, as cited in HRKatha, predict that this focus on individual results could foster innovation but may simultaneously jeopardize team cohesion.
In conclusion, as Amazon navigates these changes, external factors such as economic uncertainty and regulatory scrutiny on Big Tech could amplify the policy’s impact. With ongoing antitrust investigations and labor rights campaigns, the performance review system may be perceived as a defensive strategy to justify workforce decisions. As the company implements training sessions to ensure fair evaluations, skepticism remains among employees, some of whom view this initiative as a precursor to further workforce reductions.
Jassy’s leadership approach, influenced by his time under former CEO Jeff Bezos, emphasizes ownership—a principle now deeply integrated into the review process. Critics argue that such policies prioritize metrics over worker well-being, drawing from historical discussions that spotlight profit disparities during crises. While Amazon highlights its investments in employee development, the success of this performance overhaul will ultimately depend on the company’s ability to balance high performance with employee well-being in an increasingly automated future.
