Large company, performance is based almost entirely on feedback from peers and those you report to with check-ins every 6 months. Overall score from 1-5 with a 3 being "meets expectations" and the most common rating by far.
The problem is that the feedback from superiors seems to be weighted much higher so the peer feedback is almost useless so don't bother mentoring or helping someone get back in front of their tasking. This leads to a lot of I'm-working-so-hard theatrics instead of actually being efficient/effective and delivering product.
Combine this with "suggested targets" (quotas) for the number of people in each 1-5 bin, you end up with the usual stack ranking problem that getting on the shittiest project (and keeping it that way to ward off competition) and making it damn clear to your manager that they can't live without you is the best strategy.
If there was a more balanced weighting between superiors, peers and subortinates ratings, do you think these negatives outcomes would be avoided?
I just started at a company that kind of use this system. My first impression is that it is a good system and the weighting seems fair. But I would like to be aware of any potential pitfalls with it (not just for me, but for the company also).
>If there was a more balanced weighting between superiors, peers and subordinates ratings, do you think these negatives outcomes would be avoided?
Not really because the stack ranking would still turn everything into a knife fight. It might even be worse because people would blame their coworkers for getting another 3 rating instead of everyone being unified in our hatred for upper management and the performance system as a whole.
We recently had a big Pres/VP management shakeup and the new crew is supposedly looking into changing the performance reviews but who knows how far that'll go. But they did sort out our crazy hiring requirements almost immediately so fingers crossed that they'll set some more fires before things stabilize.
>But I would like to be aware of any potential pitfalls with it (not just for me, but for the company also).
My only tip is to find a project lead/manager who didn't drink the kool aid.
The problem is that the feedback from superiors seems to be weighted much higher so the peer feedback is almost useless so don't bother mentoring or helping someone get back in front of their tasking. This leads to a lot of I'm-working-so-hard theatrics instead of actually being efficient/effective and delivering product.
Combine this with "suggested targets" (quotas) for the number of people in each 1-5 bin, you end up with the usual stack ranking problem that getting on the shittiest project (and keeping it that way to ward off competition) and making it damn clear to your manager that they can't live without you is the best strategy.