Amazon.com Inc. has announced a significant change to its performance review process for its approximately 350,000 corporate employees. Starting in early 2026, employees will be required to submit detailed lists of their key achievements from the previous year, marking a shift towards a more individual-focused evaluation system. This policy, confirmed by multiple sources and detailed in internal documents, emphasizes accountability and aligns with CEO Andy Jassy’s vision for a disciplined corporate culture.
The requirement for employees to provide three to five specific accomplishments reflects a departure from previous practices that prioritized team feedback over individual metrics. This change comes in the wake of recent workforce adjustments at Amazon, which included the elimination of 14,000 roles, primarily in corporate and managerial positions. Insiders suggest that this new review mechanism aims to identify underperformers and ensure that remaining staff meet the company’s ambitious growth targets, especially in sectors such as artificial intelligence and cloud computing.
According to a report from Business Insider, the emphasis on “specific work achievements” is part of a broader initiative to promote transparency and merit-based advancement within the company. The timing of this update is particularly noteworthy, following Jassy’s public comments 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, enabling employees to concentrate on more impactful work. However, the new performance review system appears to extend beyond automation, aiming to quantify productivity in a landscape increasingly characterized by remote work.
Tightening Performance Metrics
Critics within Amazon express concerns that the new mandate to list accomplishments may intensify existing pressures regarding work-life balance. The company has also tightened its policies on office attendance, with managers increasingly monitoring in-office presence. Some employees have reported that visibility in the workplace is increasingly influencing evaluations. A recent article in India Today highlights how this dual focus on individual achievements and attendance creates a high-pressure environment, compelling workers to not only deliver results but also to demonstrate their commitment in person.
This approach mirrors trends observed at other tech firms, such as Google and Meta, which have also intensified performance scrutiny in the wake of the pandemic. However, Amazon’s implementation is distinctive for its specificity. The internal review cycle, known as Forte, now integrates self-reported accomplishments with feedback from peers and supervisors, potentially affecting promotions, bonuses, and job security. An employee described the process as “a resume-writing exercise under duress,” reflecting the anxiety it has sparked among the workforce.
Historically, Amazon has operated under its 16 leadership principles, which valorize ownership and innovation. The new review system explicitly links individual accomplishments to these principles. Jassy, who took over from founder Jeff Bezos in 2021, has emphasized the need for greater discipline within the organization, a theme reiterated in his communications following the company’s return-to-office mandate in 2023.
Cultural Shifts and Employee Reactions
Public sentiment on social media platforms like X (formerly Twitter) reveals a blend of frustration and resignation among Amazon employees and observers. In early January 2026, users voiced concerns that the policy may prioritize visible achievements over collaborative efforts, reminiscent of past criticisms of Amazon’s treatment of warehouse workers. Historical tweets from advocates such as Dan Price in 2020 highlighted disparities between executive compensation and worker conditions, a narrative that continues to resonate in current discussions about corporate accountability.
Jassy envisions a future for Amazon that hinges significantly on AI, with investments exceeding $150 billion in generative AI and related infrastructure, according to a Fortune report. He has portrayed the performance review changes as cultural rather than financially driven, asserting in a recent letter that layoffs align with the company’s core values rather than economic pressures. This rhetoric seeks to frame the reviews as empowering tools that enable employees to focus on high-value work.
Nonetheless, the implementation of this policy has encountered challenges. Some departments report confusion over the definition of a “key accomplishment,” leading to the circulation of informal guidelines among employees. Analysts speculate that these pressures could lead to a talent exodus, as top performers seek less bureaucratic environments. Discussions on platforms like Slashdot reveal a divided community; while some praise the meritocratic nature of the policy, others criticize it as a form of micromanagement.
As Amazon’s performance model evolves, it has the potential to shape how evaluations are structured in the broader tech industry. With a global workforce nearing 1.56 million, changes at Amazon often set industry benchmarks. A report from Allwork.space describes this policy as a “demand for proof of productivity,” suggesting it might inspire similar practices in other sectors grappling with the challenges of remote work.
Employee advocates have raised concerns regarding equity, noting that those in support roles or with caregiving responsibilities may struggle to compile impressive achievement lists. This situation echoes longstanding critiques of Amazon’s labor practices, including past reports highlighting exploitation amid executive profits. Jassy’s own communications, such as his December 2024 post thanking teams for their community impact, contrast sharply with internal pressures, underscoring a public-private divide.
Some employees are now turning to unions or external networks for support. Although Amazon has historically resisted unionization within its corporate ranks, the new policy has reignited discussions on social media, with employees sharing strategies to navigate the review process. Experts from HR firms, as cited by HRKatha, suggest that while this focus on individual results might foster innovation, it could also undermine team cohesion.
Delving deeper into Jassy’s strategy, the performance reviews align with Amazon’s $100 million investment in AWS generative AI, announced in July 2025, alongside another $50 billion for supercomputing initiatives aimed at government clients. These efforts position Amazon as a leader in AI-driven efficiencies, necessitating a workforce capable of delivering measurable outcomes. The requirement for self-reported accomplishments thus acts as a litmus test for employees’ adaptability to this evolving landscape.
Comparisons to Amazon’s previous review systems highlight a significant shift. Prior to 2025, evaluations relied heavily on peer input and stack ranking, which drew criticism for fostering unhealthy competition. The new model incorporates stricter standards and integrates the company’s leadership principles into performance assessments, building on Jassy’s commitment to strengthen corporate culture.
As Amazon moves forward, external factors such as economic uncertainty and regulatory scrutiny on Big Tech may amplify the impact of its new performance system. The company is currently facing antitrust investigations and labor rights campaigns, which might frame the performance changes as a defensively motivated strategy to justify workforce decisions. Posts from users like Owen Gregorian emphasize the role of these policies in demanding “proof of productivity” in light of recent layoffs.
Internally, Amazon is reportedly rolling out training sessions for managers to ensure fair calibration of the reviews, drawing from best practices in performance management. Nevertheless, skepticism remains, with some employees viewing the system as a precursor to further cuts.
Looking ahead, Jassy’s vision for Amazon may redefine corporate accountability in the tech industry. By necessitating tangible evidence of contributions, the company challenges employees to articulate their value, aligning personal ambitions with corporate objectives. Whether this approach will cultivate a more innovative Amazon or alienate its talent pool remains to be seen, but it represents a bold step in an industry where adaptability is increasingly critical.
As this performance overhaul unfolds, balancing ambition with employee well-being will be crucial for the company’s long-term success.
