We currently use a 5-pt overall performance rating but are considering expanding into separate "What" and "How" ratings.  Does anyone use this or a similar dual ratings approach?  Any advice?

Scores or ratings are often the easy way of doing a performance review for managers who don't want to provide genuine feedback to their team member.

So, I stopped using any sort of grading a long time ago.

I focus on answering all five open questions when giving feedback

Who? - who did the work, who did the employee ask to help?
What? - what was the planned outcome, what has been achieved?
When? - when was the objective supposed to be achieved by? When was it successfully completed?
How? - how was the work done? Did this match the expected behaviour standards?
Why? - why did the employee think the objective had been set? Why do they think the objective was given to them? How will the employee benefit from successfully achieving the objective?

I could go one with this sort of framework.

The key things is that managers and employees have a conversation that covers every aspect of the employees performance

We currently use a dual ratings approach that separates performance into Results (What) and Behaviors (How). Instead of a traditional 5-point scale, we apply a simplified framework: On Target and Not Yet on Target for both dimensions.

This structure is grounded in our Values and Culture Expectations, which serve as the foundation for how performance is understood and discussed. We’ve also embedded a continuous feedback model that encourages regular, real-time conversations rather than relying solely on formal reviews.

A few insights from our experience:
Clear definitions matter. We’ve found it essential to define what “On Target” and “Not Yet on Target” look like for both Results and Behaviors. This helps leaders and associates align on expectations and apply the model consistently.

Behavioral calibration is important. Using shared language and examples tied to our values helps guide conversations about how performance shows up in day-to-day work.

Feedback rhythms drive adoption. Integrating feedback into regular check-ins, coaching sessions, development planning, and organizational assessment has helped normalize the dual lens and make it actionable.

If you're considering a shift to a dual ratings model, I’d recommend starting with a pilot group and pairing it with training on feedback and behavioral expectations. I’m happy to share more if helpful.