peer-feedback

Half-year peer feedback draft generation

A skill to draft a half-year peer feedback for a colleague in a positive and promotion-oriented manner based on workIQ interaction history.

When to Use

When you want to create a draft of half-year peer feedback (colleague review)
A request such as "Create a feedback draft for {colleague name}"
When called directly with "/peer-feedback {colleague name}"

Prerequisites

You have agreed to the workIQ EULA
- If not agreed, mcp_workiq_accept_eula obtain agreement with

Done Criteria

Phase 0: The colleague name and target period are confirmed
Phase 1: All 6 workIQ queries were executed and interaction history was collected
Phase 2: Work involvement was structured from 4 perspectives
Phase 3: A draft was generated following the 6-item template (already positively re-framed)
Phase 4: The draft was output and workIQ gaps were noted

Phase 0: Input confirmation

Confirm the colleague name and target period.

Item	Default	Example specification
Colleague name	(Required; obtained from arguments)	Tanaka-san, Alex Smith
Target period	Last 6 months	2025H2, October 2025–March 2026

Same-name guard: If only a surname is specified, confirm the full name or department before proceeding.

Role confirmation (MANDATORY): Obtain the colleague's role, job title, team, and organization with workIQ. This is prerequisite information for writing feedback suited to the role in Phase 3.

{name} のロール、役職、チーム、組織情報を教えてください。

Mission/value confirmation (MANDATORY): Confirm the original official mission text of the target person's organization and the officially defined culture/value element names. Because the original text and proper nouns will be expanded in the body in Phase 3,組織のミッション コアバリュー do not reduce them to generic terms such as and record the original text and proper nouns in Phase 0. If already known, reacquisition is unnecessary.

Phase 1: Interaction collection (workIQ 6 queries)

WorkIQ Query Playbook Execute all 6 lanes of and record the results.Do not skip even if acquisition fails or the count is 0. Note any lanes that could not be acquired in Phase 4.

⚠️ Label verification: Meeting names and chat names returned by workIQ are display names on the calendar and may not match the actual activity (e.g., named "study group" but actually a project regular meeting). Before structuring in Phase 2, confirm the actual nature of major activities with the user.

Phase 2: Structuring Business Involvement

Classify the collection results from Phase 1 into the following 4 perspectives.

Perspective	Content to Organize
Collaborative Projects and Themes	Which projects or work you moved on together
That person's contributions and actions	What specific actions or deliverables there were
Value created in relation to yourself	What improved or was helped by that person's involvement
Material for growth potential	Points that could be improved (fact memos before positive re-framing)

Phase 3: Generating Feedback Drafts

Reference Templates

→ ./references/feedback-template.md Refer to

Style Rules (MANDATORY)

Use differentiation as the axis: Do not start by writing "what anyone in that role would do." Compared with others in the same role, start from the behavioral patterns that are "because it is this person." Descriptions of basic job execution do not resonate with the reader.
Call them by name: In the body text, do not use the second person (you); consistently use the colleague's name (e.g., Sato-san, Tanaka-san). Section headings may remain as defined in the form ("Your ~"), but the body text is more concrete and persuasive when calling them by name.
Unify with desu/masu: Because the feedback form is a formal context, unify the body text with "desu/masu." If rhythm variation is needed, use noun endings. Do not mix in plain style (e.g., ~dekita. ~nai. ~da to omou.).
Plain text output: Do not use Markdown bold (**) or decorative notation. Because it breaks when pasted into the feedback form, write in plain prose without decoration.
Connecting to core values and mission: Verbalize actions and outcomes by linking them to the organization's core values and mission. Pattern: describe the action first, and within the same paragraph show the value name and the reason for the connection in one sentence. Avoid standalone labeling (only "this is the very practice of ~") and also avoid omitting it entirely. Include at least one connection in each section. Strictly observe the following: (1) 組織のミッション コアバリュー Do not reduce it to abstract labels such as this; directly develop in the body text the official mission statement original text and official value proper names (e.g., proper names such as Growth Mindset, Customer Obsession) obtained in Phase 0. (2) Avoid repeating the same value, and connect each section to a different value to show multiple facets. (3) If possible, have the mission statement original text appear at least once in the body text in quotation form
Prioritize abstraction: Listing individual project names turns it into a project report. Keep project names to examples, and focus on writing about "patterns repeatedly demonstrated" and "the quality of the relationship."
Verbalizing multi-party value: When a person's actions simultaneously create value for multiple stakeholders (customers, oneself, the organization, etc.), presenting this explicitly as a "triple win" structure increases persuasiveness. Rather than a one-directional contribution (just "it was good for the customer"), frame it as structural value creation.
Role-appropriate framing: Based on the job title obtained in Phase 0, write around "the points where they excel in that role." Be conscious of what constitutes value from the perspective of the other person's responsibilities.
Articulating the consultation relationship: If you frequently consulted with or bounced ideas off the person, describe them as a "trusted advisor" or "someone you can comfortably bring up in-progress matters with." Do not treat them as a mere coordinator.
Using numbers and impact: Rather than "they did a good job," convey value through frequency, scale, and scope of impact.

Positive re-frame rules (MANDATORY)

Rewrite negative observations: "They lack ~" → "By strengthening ~ to further expand their impact, they will shine even more at the next stage."
Do not force-fill the reconsideration section: If there are no concrete examples to include, it is fine to skip the entire section.
Promotion orientation: So that the person can be promoted or advance, write their achievements, actions, and scope of impact concretely.

Output format

For headings and optional sections, use feedback-template.md as the SSOT. Do not duplicate the template into the body.

Phase 4: Output and review

Output the draft Markdown in the above format
Add the following note section at the end:

---

### ⚠️ workIQ から取得できなかった情報

- （取得できなかったクエリと理由を列挙。全件取得できた場合はこのセクションを省略）

After output, confirm the following with the user:
- "Are there any episodes or specific events you would like to add?"
- "If there is anything you would like to include in the reconsideration section, please let me know."
- "Are there any corrections to the overall tone or emphasized points?"

Error Handling

Situation	Response
All workIQ queries return 0 results	Report the retrieval failure, directly interview the user for episodes, and generate a draft
There are multiple colleagues with the same name	Confirm the full name or department, then query again
The period is unclear	Run with "the last 6 months" and note that in the output
workIQ EULA not agreed to	`mcp_workiq_accept_eula` After agreeing at , run again