The Ultimate review Point is gets things done, but that is even more vague than the presented ones.
The presetend Points could be a try to break getting things done down in components that are easier to measure.
But the problem with these points is (with exception of attendance, that's just stupid) is that they are again hard to measure and easy to get wrong.
For example, Idea Sharing: here are my 100 mails with suggestions for improvement of the company. Does that mean i provide valuable input, or did i just realize that it is far easier to suggest things other people should do than doing them myself?
Or, the evergreen, Teamwork. How do you want to measure it? 'Doesnt show up with an Axe to kill coworkers'? Every method that involves the rest of the Team degrades quickly into a groupthink-fest, imho. Noone likes the collegue who states a Team's low standards, regardless how good he presents it.
I think, to improve the situation, instead of trying to improve the reports, one should find out, what they try to manage with the information they hope to get from the reports, and improve that. The try to get a 'big picture' and then make some sound management decision about individual developers failed to often that i have any hopes that it could be done right.