Seeking Advice: Is Client Feedback a Fair Part of Employee Evaluations in IT Services?

Hi Seniors,

I am here seeking your input on the "Weightage of Client Feedback in the Employee Evaluation Criteria for an IT Services Company." I am planning to implement a common appraisal cycle of March to March, wherein I am expected to create an evaluation criteria with high weightage for client feedback. I feel it's not a pragmatic process since not all clients will have the technical expertise to evaluate. In fact, providing 100% error-free service is not a true indicator.

I would appreciate your input on the following aspects, as well as any additional areas I should focus on:

1. Whether it's a feasible practice or not. If yes, what percentage of weightage can be ideally allocated?
2. If yes, what criteria should be established to obtain accurate and unbiased/unfavorable feedback on employees/organization?
3. Which method of performance appraisal will best support this practice?
4. Any other aspects I need to address?

Looking forward to your valuable input.

Regards

This query brings us back to the theories and concepts on appraisal systems/methods that include third-party performance evaluators, especially for the proponents and supporters of the 360 Degrees method. In my previous posts in this forum, I have always maintained that the 360 Degrees method is not an appraisal by itself, but ONLY a framework. This is due to the fact that users of this method still need an "assessment/evaluation form" to be used in the evaluation of performance.

Your concern appears simple, but in reality, it is one of the aspects that must be settled by the 360 Degrees method before it can be used. Indeed, what is the legally acceptable weight (or percentage ratio) of a client's feedback/rating? Is a client's feedback worth the same weight as that of his immediate superior, his colleagues in the office/department, and other job contacts?

Clients are good sources for information/feedback on certain matters about employees. But, they may not be privy to the agreed performance targets and timelines of the employee. And, many clients are simply "transaction contacts" and may have a very subjective perception of the employee. Hence, the question of weight validity.

Indeed, those who use "multiple evaluators" in their appraisal systems must first solve the issue of weight. The agreed weight must be able to withstand any legal challenge, especially when the system will be linked to the termination of employment, whose tenure is protected by labor laws.

Best wishes.

Regards,
Ed Llarena, Jr.

Managing Partner

Emilla International Consulting Services