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While traditional performance reviews rely on the observations of a single functional manager, many other individuals can provide useful insights into an individual’s job performance. Leading practice formalizes the use of feedback from the observations or direct working experience of others and integrates it into managers’ evaluations. Such evaluations are far more robust and superior, as they leverage the experience of many with whom the individual employee interacts on a regular or semi-regular basis.
Wherever possible, it is essential to formalize the input of others who can directly observe as well as understand the context within which an employee is performing their duties.