A typical example for a 150-person company is quarterly goals, weekly check-ins between managers and employees, a formal review twice a year with self-assessments and peer feedback, and a calibration meeting before ratings feed into pay. A 25-person team might run the same cycle with monthly one-to-ones and one written review a year.
The parts stay the same at any size: goals, ongoing feedback, a formal review and a decision about development or pay. What changes is how often each happens and how formal the records are.