Modern performance reviews are anchored in continuous feedback and, given the emphasis on collaboration in today’s business environment, it makes sense that a big slice of the feedback should be provided by peers.
Evaluation of employees solely by direct managers is a thing of the past. Today’s emphasis on brainstorming and problem solving in teams means co-workers often have a better knowledge of each other’s work than their managers do. This makes peer-to-peer feedback a relevant and effective tool for evaluating performance. It also makes it instrumental in capturing how employees add value to each other’s work.
This contemporary and more holistic take on performance management is being driven by the demands of the digital workplace, which is also supporting the transformation with digital tools.
Peer feedback should be sourced from people who have knowledge of an employee’s work. They may be colleagues who are collaborating on the same projects and are well placed to recognise each other’s contributions, or they may be mentors.
For feedback to be high quality, it must only be given by peers who have first-hand knowledge of their colleagues’ work; it should not be based on hearsay. To maintain the integrity of the feedback system, input must be performance related and not targeted at personal issues unrelated to work.
Peer feedback is private and can be distinguished from appreciations which are visible to everyone in the company. For more, see Appreciation in the workplace: Why kudos matters.
The following guidelines will help to build a healthy and high-quality feedback culture:
Read more about Next-gen performance reviews here.