Peer performance appraisal
Peer performance appraisal
1. Definition of peer appraisal
Assessment of an employee’s performance or future success by his or her peers (work colleges) . Studies show peer appraisals are quite accurate in predicting who will be promoted.
2. Advantages of peer appraisal
• The use of multiple raters in the peer dimension of 360-degree assessment programs tends to average out the possible biases of any one member of the group of raters.
• The increased use of self-directed teams makes the contribution of peer evaluations the central input to the formal appraisal because by definition the supervisor is not directly involved in the day-to-day activities of the team.
• Peer ratings have been an excellent predictors of future performance and “manner of performance”.
• The addition of peer feedback can help move the supervisor into a coaching role rather than a purely judging role.
• Employees report resentment when they believe that their extra efforts are required to “make the boss look good” as opposed to meeting the unit’s goals.
3. Disadvantages of peer appraisal
• It is essential that the peer evaluators be very familiar with the team member’s tasks and responsibilities.
• The use of peer evaluations can be very time consuming. When used in PA, the data would have to be collected several times a year in order to include the results in progress reviews.
• Peer evaluations are appropriate for developmental purposes, but to emphasize them for pay, promotion, or job retention purposes may not be prudent always.
• Generally, the identities of the raters should be kept confidential to assure honest feedback. But, in close-knit teams that have matured to a point where open communication is part of the culture, the developmental potential of the feedback is enhanced when the evaluator is identified and can perform a coaching or continuing feedback role.
• Depending on the culture of the organization, peer ratings have the potential for creating tension and breakdown rather than fostering cooperation and support.
4. Why peer appraisal can not perform?
• It’s quicker and less stressful just to tell them what they are getting.
• Not enough time to train the reps in how to perform peer appraisal.
• No internal expertise to ensure good skills uptake and to facilitate such peer meetings.
• It’s change – and not the way we do things round here!”
• The manager is “scared” of giving up control, either in terms of how they might look to their senior managers or in terms of their belief in the ability of their representatives to give themselves “honest” appraisal ratings.
6. Related documents
• Performance appraisal methods
• Performance appraisal examples
• 360 degree performance appraisal
• Self appraisal sample
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