Each person with line-management responsibility seeks feedback about each of their reporting employees from three other people at the company who they work with

Each person with line-management responsibility seeks feedback about each of their reporting employees from three other people at the company who they work with – a cross-team mix. Typically three questions - what areas have they done well in, which areas do you feel they could develop further, and what is your overall experience working with them. This feedback is anonymised, reviewed in terms of personal goals identified at the previous review, and a new set of goals is generated for the next period during a review meeting with each team member. There are no objective metrics, and the focus is on helping employees to identify and improve any areas they want to work on, with peer feedback used as a tool to help identify those areas and understand if they are engaging in behaviour or practices that might be positive or negative without realising it. This works pretty well, tends to lead to constructive criticism that can be tied to actual steps to be taken to improve performance, and removes the pressure of having to work to an arbitrary metric.