Who isn't familiar with them? The annual performance reviews with the supervisor. Netstream handled performance appraisals this way until recently. But what if a company is no longer managed hierarchically, but collegially ? Do we abolish these reviews altogether? Read on to find out how Netstream ensures that employees benefit from external performance evaluations even without a boss.
On the path to becoming an aglearning organization, the feedback culture must also be rethought and a transformation must take place. That's why we introduced the principle of "peer feedback" at Netstream at the beginning of the year.
What is "peer feedback"?
Inagthese are feedback sessions with self-selected employees. Here's how it works: The person being evaluated selects 3-6 employees, and these employees, provided they agree to theag, will give the person 10 minutes of feedback on the following 4 points:
- KEEP: What are you doing well?
- IDEA: Where is there potential for development? (concrete proposals)
- HIGHLIGHTS as a person: What makes you great & unique?
- Job Highlights: 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 to obtain honest and appreciative feedback, as well as constructive suggestions for improvement, rather than criticism.
My colleague Leandra and I eagerly published the intranet post with all the important information about the peer feedback process. I was quite surprised when, less than five minutes later, I received my first invitation to provide feedback – from our CEO, Alexis Caceda. He mentioned in passing that this would be the first "qualification" he'd ever undertake.
My first round
Onag X, CEO Alexis, facilitator Leandra, the other feedback providers, and I met in the meeting room. Leandra wrote down the four feedback points and some rules (I-statements, 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 facilitator, while the other feedback providers and I drank tea in our lounge and waited for our turn.
As the last in line, it was my turn to give Alexis my feedback on his work as CEO. I had carefully prepared his feedback and written it down in great detail. Alexis and I sat opposite each other, and the moderator sat behind me. I spoke, he took notes, and the moderator remained silent. Delivering such a monologue was unusual for me, but not uncomfortable. Alexis listened attentively to my honest words withoutaga word. That was the rule. While it took some courage to point out the CEO's potential for development and offer concrete suggestions, it was all the easier to tell him what I found so great about him. Alexis seemed surprised by this himself, and Iagif perhaps no one had ever praised him in this way before. The 10 minutes flew by, and the longer this conversation (is it really a conversation if only I'm talking?) lasted, the more comfortable we both became.
During the final joint session, Alexis said that our feedback, especially the critical feedback, would be very helpful for the future, and he thanked us sincerely and warmly.
On the other side of the feedback
A few weeks later, I was on the other side, having my own peer feedback session. Although I would describe myself as a very self-reflective person, the feedback I received surprised me. The IDEA (Development Potential) in particular didn't fully align with my own perceptions of my potential for improvement. Seeing myself through the eyes of not just one colleague, but several, sharpened my self-understanding in an unexpected way.
My conclusion
The benefits of a peer feedback session are far greater than those of a performance review conducted by a supervisor. Feedback received from self-selected colleagues is not only more readily accepted but also more credible, especially when the feedback is largely consistent. The fact that the feedback is not documented and contains neither goals nor is tied to salary increases or promotions further facilitates acceptance and increases intrinsic motivation to implement the received ideas.
