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1.Peer Feedback: Co-workers can provide insight into the employee’s daily work habits and customer interactions. (More than one peer must be used to ensure balanced feedback.)2.Customer Feedback: External or internal customers who are not direct reports or peers can be selected; however, ensure the customer has had multiple points of contact with the employee so that a comprehensive evaluation can be made.3.Direct Report Feedback: Also called Upward Feedback, a manager or supervisor can request feedback from his or her staff. It is important, however, that the feedback is sent to a third party so that it remains confidential and anonymous.
I somewhat agree.360 performance is considered most apprpriate.
If you are using36 Degree F/B for developmental purpose , then the questions should be mapped to the core-competency framework of company.
First of all the indicators during performance managment which you are measuring ideally shoudl be on4 factors - Potential , performance, personality , and perception. Perception is actually the360 Degree feedback and it has to be aligned to other indicators of4 P's. If not t,here will be probable issues with predictive validity such as,
1. Feedback providers may be baised , and there are chances to draw conculsion with last events.
2. Feedback may be based on the single event not spread over performance. 3. There are probablitites to provide comments of personal life/ interactions which has not nothing to with performance.
So it is necessary to create questions based on competency.Secondly , at least4 persons from each category ( customer, Vendor, Peers, Direct -Reportees , Indirect Reportees ) should be selected .The selction method should be2 persons from each category employee can choose and other2 should be selected by HR. Also the feedback of RO should be captured inorder to caliberate the comments from others.
I may call it Feed FORWARD instead of Feedback :)
Yes I do agree100%
