Many companies and organizations rely on a single perspective when it comes to staff-member reviews. Typically, that viewpoint is from the head of the employee’s department. But a process called “multirater” feedback has developed into an influential human-resources approach.
It’s based on the belief that, in most settings, boss-to-subordinate evaluations are simply inadequate. Why? Because some workers are adept at presenting just the right image for their bosses while failing to interact effectively with their peers. Other staffers are esteemed by their co-workers but rarely noticed by their supervisors. And since personnel evaluations always contain a strong element of subjectivity, a single viewpoint is unnecessarily limiting.
It’s sensible, then, to request varied viewpoints on a worker’s performance—not only from his or her immediate superior, but also from other staff members with whom he or she works and, where appropriate, from other department heads as well. To encourage complete candor, remarks from fellow employees should be anonymous.
Overall, this “diversity of voices” tends to result in more valid and useful reviews.
