In the first two quarters of 2020, much of the global workforce was suddenly, if reluctantly, thrust into a dependence on virtual work. Employees at all levels learned to hold videoconferences for everything from sales prospecting to exit interviews. For many, the technology was as new as their workspaces: kitchen tables and makeshift desks in bedrooms. Employers are still working out how to monitor and assess how this sudden shift is affecting employee performance and how to evaluate what these workers are doing.
The assessment approach known as 360-degree feedback can help. It’s a peer-review system that includes data on how others think an employee is performing, as well as how that employee views his or her own work. It can be done virtually, but its roots are in face-to-face interaction. Although the term originated in the 1950s, there was a surge in the use of this kind of