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Felt-fairness could also be enhanced by providing training for assessors and assessees, as well as by clarifying the system's purpose.
Peers may also be reluctant to provide negative information when they know that the assessee's pay or promotion prospects may depend on what they report.
Here the assessor is required to choose the one anchor that best describes the assessee's behaviour in each performance category.
Moreover, by their very nature behavioural anchors invite attribution error, since the assessor is encouraged to hold assessees wholly accountable for their observed behaviour.
Additionally, where the assessment is undertaken by an external agent, assessees may doubt the agent's competence to undertake a valid and reliable assessment.
However, this overlooks the possibility that outlier ratings may occasionally reflect an assessee's performance quite accurately from the assessor's particular vantage point.
There is nothing to indicate that either assessors or assessees have received prior training in system content, nor that system purpose has been communicated to stakeholders in advance.
Assessors and assessees may also be uncertain as to what exactly is being assessed: behaviour, values, attitudes, personality traits or other factors of a still more abstract nature.
The method forces the assessor to choose one behavioural statement from two carefully paired statements by identifying the statement that more accurately describes the assessee's behaviour.
However, because centre-based assessment is labour-intensive, expensive and time-consuming, and can accommodate only a small number of assessees at a time, it is still targeted primarily at managers and professionals.
In turn, the assessee is assumed to be motivated to improve their performance by being made aware of their assessed weaknesses.
In most cases, panel-based review sessions are inadvisable, since the assessee may regard the experience as inquisitorial rather than remedial and constructive.
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