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Multi-Rater Feedback: The Essence Of Collaboration
Human Capital
|March 2018
Driving and building a culture of performance seen, believed and acted through multiple lenses for every individual can be a clear winner. The change is easier said than done. The system needs more time to ready the change than run the actual process.
With Multi-Rater feedback making inroads into the corporate realm, it is worth pondering whether it is a tool for the future, or if it has already become the necessity of the day, or whether it is an effective mechanism, and, if it in fact measures or reflects actual performance outcomes / perceived behavioural traits of an individual. With the advent of innovative business models, macro-economic trends and disruption, some of these questions have been gaining a lot of attention in the HR world. While some of the organisations have re-modelled their overall approach to measure performance, others are either thinking of following the trend, or looking to continue with their current approach, and inspect process improvisations in the time to come. Small incremental steps, one at a time seem to be the preferred choice for most of the companies.
A well-designed performance appraisal system has become the immediate need for organisations competing in today's global environment. An effective review system helps to effectively direct employee behaviour towards organisational goals, while ensuring individual growth and development. By 2020, India is set to become the world's youngest country, with a majority of its population falling in the working age group that is less than 35 years. With advancements in Artificial Intelligence and predictive data modelling, organisations are in a position to enable their young workforce with better cultural alignment, functional expertise and competency building on a real-time basis. Organisations are required to resolve a real-time problem and not go all out to address the ones with retro effect. While it is important to reflect on past results and achievements, it is equally critical to have forward looking conversations to address performance gaps that could possibly arise in the future.
An effective technique
This story is from the March 2018 edition of Human Capital.
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