Are two heads better than one? Do you have a crystal ball? Can you see in the future? When reviewing people, do you know all and see all? After this video, you'll be able to define multi rater feedback, and understand why it is effective in performance review process. Identify the recommended sources for soliciting feedback. We have explored a concept with you called multi rater feedback. What is multi rater feedback? Traditionally, a manager may review the notes from each year, if they have any, and then they will look at them and do the review. Multi rater feedback expands that process from one person to multiple raters as indicates. Multi rater feedback is a process that solicits from beyond the manager who is conducting review to a number of people throughout the organization and outside the organization for a more complete picture. This allows for a better review process. I want you to pause and reflect for a moment. Who should we solicit feedback form? If we're going to solicit from folks outside of my own realm as a manager, who should it be? So here's a little exercise for you. I want you to draw on a piece of paper. Draw a circle with you in the middle. Around that circle, put some names and positions of people who you observe your performance and action throughout the year. Now who could we solicit feedback from? You probably had a number of people on your list, and probably, if you're like most people, someone on this list as well. So let's go to the most obvious one, the manager. You as the manager, or your manager if you're being reviewed, obviously has a good perspective of what you're doing. They have some good insight on to you, and the organization, and the team goals. So they're well positioned to do feedback. And I don't know of anyone who would not have a manager feedback. The next one are your peers. The peers also have a good perspective of your ability to work. They look at your communication skills, teamwork skills, cooperation, a number of ways that they can help your feedback on your performance. Direct reports, these are an interesting group, too. Who spends more time with this than probably your direct reports? We have day-to-day contact many times, we supervise them, they observe a lot of characteristics that can help the manager improve their performance. For example, communication, leadership, supervision skills, time management, they probably see a lot of skills that is very helpful for the managers to develop when getting feedback. One maybe you haven't thought of is suppliers. This is an interesting one as well. Suppliers may have insight into our interpersonal skills, negotiation skills, certainly, and other skills that may be valuable when evaluating your performance. Customers, I can't go a day without getting something in the mail, or email, about costumers. My dentist sends me one, my car place sends me one, everybody sends me one. How did we do for you? This is a very valuable resource. It tells you, from a customer's standpoint, they're the end user. How did I interact with them? Was I quick? Was I efficient? Was I timely? A lot of data can be gathered from this particular source. And then, last, but not least, is ourselves. If you've ever heard the concept of a Johari window, it states that things are known to ourselves that no one else sees. So as a self perspective, it's very good. We know what we do day in, day out. Sometimes we maybe know too much, so we don't want to say. But we have to have that self perspective. And the reason that one is so important, is we're able to get more commitment from the employee. If they feel they're part of the process, they will more likely feel comfortable that the data is good. So all these are great sources to solicit from as you develop your feedback process. Why do we want to do this? Seems like a lot of work to me, seems like a lot of hassle. But let me tell you what I think is important. One, it decreases potential bias. If I, as the manager, am rating you, and I'm the only source, what if I have a bias against you? What if I'm just lazy and don't do a good job? A lot of issues there could come up. But again, the two heads are better than one concept applies here. The other thing is it improves employee perception of the process. When the employee knows a number of people are rating him or her, they're more likely to think this is a fair and just process with some pretty darn good data. It's not just the opinion of the manager, I had one manager once where didn't do any multi rater feedback and whether they knew much about the employees, didn't really care, it's my opinion, my way or the highway, did not have a lot of commitment on that team. Platform for managers to discuss difficult performance issues, this is a crucial one. I once had an employee who clearly was not performing up to their past experiences. And I had this discussion with them and talked about a couple of their client groups were noticing it too. And it turned a potential difficult discussion into one where we really had a good dialogue based on facts and data and not just based on my opinion. Conveys an organizational commitment to your performance and development. When you spend time and energy and resources on developing your people, that sends a strong statement that performance is important, development is important, and we're going to do a lot to develop you. So that is a really nice benefit of this process. And lastly, overall better performance based on better data. If I have good data, feedback from a lot of sources, I know how you're doing in all arenas on a number of skill sets, I am able to really evaluate your performance and really do a great job of developing you as an employee. As we've said before in these sessions, that is the bottom line of good performance development. How do I make my employees better?
