This article from Quantum Workplace addresses the definition, purpose, and typology of performance reviews within modern performance management systems. The authors argue that performance reviews have evolved beyond annual formal evaluations into continuous, multi-directional feedback processes that serve as ongoing developmental conversations. The article presents a four-category taxonomy of review types: continuous performance reviews (including 360-degree feedback, peer, team, and upward feedback), structured or formal reviews (annual, mid-year, quarterly, and self-assessments), role- and project-based reviews (KPI-focused, sales, customer service, product development), and probationary or new-hire reviews (30-60-90 day, interview process feedback, manager onboarding, cultural alignment). The article identifies HR, managers, and employees as the three primary participants in the review process, each with defined roles. Conclusions drawn emphasize the value of continuous feedback cycles over episodic reviews for improving engagement, alignment, and development outcomes. The article culminates in a product promotion section for Quantum Workplace's performance review software, which positions the content as part of a broader vendor marketing strategy. Key insights: Modern performance reviews are framed as continuous, two-way developmental conversations rather than periodic evaluative events, with the stated purpose of turning feedback into forward momentum. The article presents a four-category taxonomy of performance review types — continuous, structured/formal, role/project-based, and new-hire reviews — each serving distinct organizational purposes across different cadences and rater configurations. Multi-rater feedback mechanisms (360-degree, peer, team, and upward feedback) are positioned as essential for capturing a fuller picture of performance in matrixed, collaborative workplace structures. Practical takeaways: Organizations differentiating their review strategy may find the four-category taxonomy useful for auditing whether their current review portfolio addresses continuous feedback, formal evaluation, role-specific assessment, and onboarding stages. The delineation of HR, manager, and employee roles within the review process offers a basic accountability framework for organizations seeking to clarify process ownership across stakeholders.