Multi-Rater feedbacks


Multi-rater feedback, also known as a multi-rater assessment procedure, is an emphatic tool to examine behavior, potential, performance, and competencies. It includes numerous viewpoints by using reviews from multiple authorities, such as subordinates, peers, customers, self, and managers.

Unlike conventional manager feedback or subordinate review, the multi-rater strategy is more holistic. The multi-rater process of gathering reviews has multiple formats and applications. This article will offer thorough clarity about those parameters by delving more in-depth into the types of multi-rater feedback and their advantages, uses, etc.

Why do we require multi-rater feedback?

It is used to map similarities and differences in perceptions about ordinary reference points; numerous gradings can be effective instruments for managerial or individual growth applications. Multi-rater feedback, such as 360 feedback and 360 performance assessments, provide collective understandings, directing to more appropriate feedback for the recipient.

Also, standard multi-rater feedback induces an awareness that victory is not just about satisfying one person. Rather, it is all about appreciation, teamwork, maintaining your staff members happy, and making the right connection with your customers/clients.

Types of multi-rater surveys

Multi-rater feedback is among the most active people analytics media. This is an important advancement from the traditional 90-degree assessments and 180 feedback, which often determine the extent of assessment and proper decision. The 180-degree and 90-degree feedback types involve just the idea of self and one manager, respectively. The multi-rater feedback system, on the other hand, has numerous possibilities and viewpoints.

These feedbacks are adaptable and customizable and are usually open in subsequent formats.

  1. 270-degree feedback: A 270-degree assessment involves three stakeholders – self, peer, and manager. This type of multi-rater feedback provides a holistic viewpoint, providing transformative learnings, insights, growth, and introspection.
  2. 360-degree feedback: Also comprehended as the perfect multi-rater feedback, 360 feedback involves gradings from leaders, managers, self, subordinates, peers, and any other matching sources who can provide a 360-degree review of the expert.
  3. 720-degree review: 720-degree review is a 360 feedback assessment performed twice. It’s a pre-and post-intervention activity performed for proximate analysis and assessment of worker implementation to bring about further enhancement. The second level is usually performed after a pre-decided time intermission. The outcomes of both levels are compared to evaluate the enhancement.
  4. Consumer pulse feedback: Consumer pulse feedback is the smaller version of long-form consumer feedback. They involve a very low amount of feedback statements/queries and are sent out more often. The numerous gradings and answers help comprehend the primary requirements and happiness levels of the consumers.
  5. Franchise review: More like the feedback of the franchisees to control harm to the brand name, a multi-rater franchise review provides an understanding of franchisee dignity. Similarly, the procedure emphasizes weaknesses and strengths in areas such as franchisee choosing, marketing, franchise training, profitability, etc.
  6. Association board assessment: The perception of an association or the staff members’ performance can differ. Hence, one can use multi-rater feedback that provides understanding into numerous professional and behavioral competence of the staff members, committee members, chairperson, etc.
  7. Worker engagement feedback: Worker engagement feedback is an important administrative procedure, which gives clear insights into workers’ perceptions of a range of crucial areas. This type of feedback can be carried out repeatedly to estimate trends and track enhancements in worker productivity and engagement levels.

Use of multi-rater assessment

The objective of the multi-rater review is to bring together different viewpoints from numerous authorities within a work atmosphere. Hence, the type of multi-rater feedback you select usually defines its use cases.

A multi-rater feedback procedure can be used in:

  • Determining the competencies in which an association is excelling and the ones that are driving inefficiencies.
  • Recognizing the most efficient managers and workers as well as those in need of support and help.
  • Formulating data-backed plans for coaching requires analysis, worker development, growth, and assessment of groups.
  • Measuring and assuming individual analytics and utilizing them to evolve practical industry plans to provide associational enhancement.
  • Upgrading performance assessment and performance surveillance systems.
  • Motivating a culture of systematic review at the workplace.

When to conduct multi-rater feedback?

If you’re implementing your 360-degree multi-rater feedback to examine the exercise and evolution requirements of managers and other workers, you can implement the assessments at any time. However, we suggest that you collect the review shortly before or immediately after your performance assessment procedure, which would enable you to pair the associated evolution planning with the performance assessment outcomes.

You are also required to consider how often to reevaluate staff members with development-focused multi-rater feedback. You’ll only reap the advantages of the assessments if you involve follow-up evolution planning and regular reassessments. This strategy also guarantees that skill gaps are being managed and growth is occurring.

On the other hand, if you are collecting reviews to provide more comprehensive insights on performance assessments, you are simply required to give sufficient time to participants to finish their assessments on time, and for leaders to use them as part of their evaluation sessions.

Your association is ready for multi-rater feedback if:

  • The general worker confidence is high and sufficient to support an honest review intervention.
  • Your association is supportive of skill management and training.
  • There is a willingness to award trainers for embarking on learning and development initiatives.
  • Most workers feel relaxed by adapting multi-rater feedback.
  • Your association encourages the feedback graders and recipients to utilize the outcomes for personal growth.
  • You have the required resources and support to help workers create and execute professional evolution plans based on the appraisal reports.


By incorporating multi-rater evaluation like 360 feedback into their skill management program, associations can recognize what’s most necessary for their strategic objectives. The proper execution of multi-rater appraisals helps enhance an association’s economic performance, support its current talent, and improve its leadership pipeline for tomorrow. Also, the outcomes of the evaluations can be the trigger for aligning managers, developing a sense of urgency for a new company approach, and providing fast execution. Administrative multi-rater feedback could also act as the starting point for a thriving learning and development program concentrated on evolution.

By Manali