Giving and receiving feedback
Feedback in KAMI is a structured request: someone asks a named person to comment on a named colleague, against set topics, with a rating. It is not a comment box — it is a small, deliberate process, and the confidentiality setting on each piece decides who ever sees it.
Where: Performance › Feedback · topics: Performance › Feedback topics You need: the right to give feedback; giving it publicly is a separate right
The three people involved
Every piece of feedback has three roles, and they are often three different people:
| Role | Is |
|---|---|
| Target | The person the feedback is about |
| Provider | The person giving it |
| Requester | The person who asked for it |
That separation is what makes this a 360 mechanism rather than a manager's note. A manager can request feedback about their team member from a peer, a project lead, or someone in another department — and the request is recorded as theirs.
Confidentiality decides who sees it
This is the most important setting on the page, and the one to get right before anyone starts giving feedback.
| Level | Who can see it |
|---|---|
| Public | Everyone |
| Private | The target and the provider |
| Confidential | The admin and the provider — not the target |
| Private and confidential | The target, the admin and the provider |
⚠️ Confidential feedback is not visible to the person it is about. That is the entire point of the level, and it is a serious thing to use. It is appropriate where someone must be able to raise a concern safely; it is not appropriate as a default, and it is not a way to avoid a difficult conversation. If feedback is intended to help someone improve and they cannot read it, it cannot.
The default is Private — the target and the provider. That is the sensible default, and most feedback should stay there.
Decide your company's position on Public feedback before launching. Whether feedback can be public is controlled by its own right precisely because it changes the social dynamic: public praise is a good thing, public criticism is rarely one.
Topics and templates
Feedback is given against topics rather than as free text. Each piece of feedback contains one or more items, each with a topic and a response.
Templates group topics together for a purpose — a probation review, a project retrospective, a peer review — and carry a name and a category. Building templates is what makes feedback comparable across people, because everyone is answering the same questions.
Providers can also respond to a topic specified for the occasion, so templates guide without straitjacketing.
The rating
Each piece of feedback carries a rating from 1 to 5, to one decimal place. That is the same scale as assessments and goals, and it maps onto the same performance bands — see Performance scores and the talent grid.
How to request feedback
- Open Performance › Feedback.
- Create a request, naming the target and the provider.
- Choose a template, or the topics you want covered.
- Set the confidentiality level deliberately — it cannot be undone in the reader's memory.
- Send. The provider is asked to respond.
Feedback records when it was requested and when it was completed, so an outstanding request is visible rather than forgotten.
What Happens Next
- The provider is asked for their response and completes the topics and rating.
- Visibility follows the confidentiality level from the moment it is saved.
- Completed feedback contributes to the performance picture for that person.
- An incomplete request stays outstanding until it is answered.
Tips
- Set the confidentiality level consciously every time. The default is Private, which is right for most feedback — but the moment someone chooses Confidential, the target cannot see it, and that should be a decision rather than a mis-click.
- Build templates for your recurring situations — probation, project close, peer review. Comparable questions are what make feedback usable beyond a single conversation.
- Ask specific people, not everyone. Three considered responses beat fifteen perfunctory ones, and requesting from a named person makes it likelier to be answered.
- Request feedback close to the event. Feedback on a project three months later is memory, not observation.
- Do not use Confidential to deliver criticism you are unwilling to give directly. It removes the person's ability to respond or improve, and if it later informs a decision about them, they were never told.
- Chase outstanding requests. Feedback records when it was requested; an unanswered one helps nobody.
Troubleshooting / FAQ
Q: An employee cannot see feedback given about them. Check its confidentiality level. Confidential feedback is visible to the admin and provider only.
Q: Someone cannot give feedback publicly. Public feedback is controlled by its own right. Check whether they hold it.
Q: Can feedback be given anonymously? The provider is recorded. Confidentiality controls who can see the feedback, not who wrote it.
Q: The provider has not responded. The request stays outstanding and records when it was made. Chase it directly.
Q: Can I change the confidentiality after it has been given? Treat it as fixed. Whoever could already see it has seen it.
Q: What rating scale is used? 1 to 5, to one decimal place — the same scale as assessments and goals.