Who isn't familiar with them? The annual performance reviews with your supervisor. Until recently, Netstream also Netstream performance reviews in this way. But what if a company is no longer managed hierarchically, but collegially? Do we do away with the reviews altogether? Read here how Netstream employees benefit from external assessment of their performance even without a boss.
On the path to becoming an agile learning organization, the feedback culture must also be rethought and changed. That is why we Netstream the principle of "peer feedback" at Netstream at the beginning of the year.
What is "peer feedback"?
In short, these are feedback discussions with employees chosen by the person being assessed. Here's how it works: the person being assessed selects 3-6 employees who, if they agree to the request, will give the person 10 minutes of feedback on the following 4 points:
- KEEP: What are you good at?
- IDEA: Where is there potential for development? (specific suggestions)
- HIGHLIGHTS as a person: What makes you great and unique?
- HIGHLIGHTS in your job: What did you do that was great and unique?
The feedback sessions themselves take place in a one-on-one setting and are facilitated by a moderator. The aim is not to bash anyone, but to provide honest and appreciative feedback and constructive suggestions for change.
Full of excitement and anticipation, my colleague Leandra and I published the intranet post with all the important information about peer feedback. I was amazed when, less than five minutes later, I received the first invitation to provide feedback from our CEO Alexis Caceda. He mentioned in passing that this would be the first "qualification" in his life.
My first round
On the day, CEO Alexis, moderator Leandra, the other feedback providers, and I gathered in the meeting room. Leandra wrote the four feedback points and a few rules (I-messages, etc.) on the whiteboard and briefly explained them to us. Then we got started. One feedback provider stayed in the meeting room with the feedback recipient and the moderator. The other feedback providers and I waited outside in our lounge, drinking tea and waiting for our turn.
As the last in line, it was now my turn to give Alexis my feedback on his work as CEO. I had carefully prepared my feedback and written it down in great detail. Alexis and I sat opposite each other and the moderator took a seat behind me. I spoke, he took notes, and the moderator remained silent. Giving such a monologue was unusual for me, but not unpleasant. Alexis listened attentively to my honest words without saying anything. That was the rule. While it took some effort to point out the CEO's potential for development and make specific suggestions, it was much easier to tell him what I thought was great about him. Alexis himself seemed surprised by this, and I wondered if perhaps no one had ever praised him in this way before. The 10 minutes flew by, and the longer this conversation (is it a conversation if only I'm talking?) went on, the more comfortable we both felt with it.
During the joint final round, Alexis said that our feedback, especially the critical comments, would be very useful for him in the future, and he thanked us sincerely and warmly.
On the other side of the feedback
A few weeks later, I was sitting on the other side, having my own peer feedback meeting. Although I would describe myself as a very self-reflective person, I was surprised by the feedback I received. In particular, the IDEA (development potential) did not fully coincide with my own ideas about my potential for improvement. Seeing myself through the eyes of not just one colleague, but several, sharpened my understanding of myself in an unexpected way.
My conclusion
The benefits of peer feedback discussions are far greater than those of appraisal interviews conducted by supervisors. Feedback received from colleagues you have chosen yourself is not only more readily accepted, but also more credible. This is especially true when the feedback is largely consistent. The fact that the feedback is not documented and does not contain any targets or link to salary increases or promotions makes it easier to accept what you hear and increases your intrinsic motivation to implement the IDEAs you have received.
