Should you be privy to the ratings workers get? In some
companies, bosses automatically get copies. In others, it's the
employee's choice to share the feedback with the boss. The
experts' strong recommendation: "The report should go only
to the employee. Let him choose how much to share," says
Mount.
"Co-workers can be paranoid about giving feedback, and if
they know it goes only to the employee, it increases their
honesty," adds Knudson.
More expert advice: Don't link feedback to pay raises.
Granted, it seems an easy way to handle compensation, but taking
this route could land you in trouble. "Some corporate legal
departments are skittish about even trying this. Multirater
feedback provides perceptions, not facts. It's important not to
forget that," says Gebelein.
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There's a benefit, too, in separating multirater feedback
from pay, says Gebelein. "When it is used for raises, people
tend to become protective of each other," he says.
"Ratings tend to be higher. When it is decoupled, the process
[generally] produces honest feedback."
Not all the feedback will be accurate--and workers need to be
told that before getting their results--but much of it will be on
the mark. And, when multirater feedback is used as a tool to help
employees develop, "it provides a valuable vehicle for
communication. It helps people talk to one another in ways they
otherwise never do and about issues they otherwise never
discuss," says Gebelein. "It can become a life-changing
experience."
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