Relate some pro's and con's about 360-Degree assessment instruments that you've listened to
one are the days when only an employee’s supervisor reported on their subordinate’s performance and areas of growth during relatively formal, rigid performance reviews. Many companies now recognize the value of all-around feedback for employee development. They’ve begun to cultivate a feedback-rich workplace environment, to assess and improve employee performance and build a strong, cohesive team. Some behaviours really work well in some contexts and some really do not. If a behaviour works well then it will be rewarded, respected and valued. People will like it and appreciate it. But that behaviour will still have a downside to it. In a very commercial and driven environment a fast-paced, “bottom-line” focus will probably go down really well. However, the downside of this pace and focus may be that the individual might be heading for a burn-out situation and may be treading on others’ sensibilities on the way. If you are implementing 360-degree feedback for the first time, ensure that the tool or form that is being used is easy and simple. If you want people to share feedback, make it easy for them. Before an organization begins to implement a 360 degree feedbackprocess, its leaders or key change agents need to commit to the process, select a design team, and create a communication plan to inform employees about the new process. Among the most critical issues is attaining leadership support. If behaviour is contextual then it then follows that 360, in providing data on perceptions of behaviour, is contextual too. A rating is a rating, it has no meaning in itself. If being very polite has one meaning in one country and a rather different meaning in another then you need to see the perceptions in this light. The idea of 360 degree feedbackis to start to understand what the meaning is in the eyes of those who are important to you. Sharing data themes and promoting others' involvement in interpreting the feedback not only gives a person insight to the meaning of the data but also enlists support from others for ongoing development efforts. In a culture that supports collective learning, there are systems and processes that allow for the more public sharing of data about individuals' strengths and weaknesses, for clarifying what the data mean, and for deciding what actions should be taken-by the individual and the collective.
The concept of 360 degree feedbackis simply that people should seek feedback from those all around them. From 360 degrees around them. The argument is that this helps to ensure they get a clear reflection on how they are performing. This model also helps people understand how they are being perceived. Dealing with 360 feedback participant's questions is key – they will usually want to know the answer to the following questions: “How good is this?”, “Why are my reviewers rating me differently?”, “Who is right?”, “How does my 360 compare with others?” Then there is a heap of interpretation to work through where you are helping them get clear on what the data is really saying to them, what the reviewers’ views are, why they may differ, what the consequences are for them and others and finally what they should therefore do about it. In a surprising number of organizations, many employees are not experienced in either giving or receiving performance feedback. If top management allows this situation to occur, management and employees ignore the feedback process, pretending it does not exist. Although managers are paid to manage, many prefer to escape the tough task of providing feedback and coaching performance. It’s worth considering how the 360 degree feedbackwill be received. If you’re dealing with an anxious employee for example, any negative feedback will probably not be received too well. Consider if your managers need training to ensure they handle the discussion sensitively. If employees are able to take feedback on board, whether good or bad, they will get more out of the programme and will be able to make positive changes. Researching 360 degree feedback is known to the best first step in determining your requirements and brushing up on your understanding in this area.
A stated policy that 360 degree feedbackis "decoupled" or "delinked" can diminish the impact of 360 degree feedbackon performance appraisals. However, if it becomes common for employees to share their scores with their supervisor, the process changes very quickly from development-only to development and performance. In this case, any employee who chooses not to disclose results may be suspected of having poor behavior feedback scores. 360 degree reviews have the power to clarify expectations by identifying behaviors that promote team objectives and values. For example, let’s say your team recently wrapped up a big project. The 360 degree feedbackindicates that they were excellent at meeting deadlines, but still made some mistakes that slowed down the process. This makes it clear to the team that time management is one of their strengths, while detail-orientedness is an area they could improve on for the next project. The questions and competencies asked about in 360 degree feedbackshould be in line with the values and competencies that are unique to the organization. Although it is possible to find good approximations with standardized tools, the best fit comes from a custom survey. There is no set formula for who should participate in a 360 degree review, but always keep in mind that the 360 review is about the individual. You want to gather 360 evaluations from participants at multiple levels in the employee's working life. Also be aware that you want enough participants to give a broad performance feedback picture for the individual, but not too many that you overwhelm everyone with the number of feedback reports they need to write. The amount and level of training in 360-degree feedback for both the rater and ratee can affect the level of accuracy of the feedback. If no guidance is given, individual bias may affect the rater's ratings and the ratee's interpretation of the feedback. However, even with training measures in place, unconscious bias may still occur due to factors such as the cultural influences or relationship quality between the rater and ratee. Looking into 360 appraisal can be a time consuming process.
The easiest way to collect 360 -degree feedback is with your performance management system. Opt for an agile performance management system to ensure that your software adapts to your organisation’s approach to performance management. Broken agreements can be highlighted by warning signs in the data or open text – especially if there are some critical questions included in the survey, eg “How well do they deliver on their promises?” which can give you direct evidence. If this is the experience of the reviewer you will likely find all their data tainted and dimmed by this issue. Worth looking out for, as those reading the report may not be aware that the consequences of these areas have been so pervasive. The boss can be used to refer to if there are issues emerging through the data-gathering process. You can also build in extra questions in the 360 especially for the boss and/or consult with them fully on the survey content so they are confident the most useful questions are being covered. Ensure it is their project as much as yours and you will maximise impact. A proper 360-degree survey requires the reviewer to think about what the subject is doing right, what he or she can do differently, and what information should be learned related to the partner’s behavior. This is not a list of random questions written by attorneys sent out through Survey Monkey. Indeed, survey designers need to be careful to follow proper psychometric principles. When we only have the perspective of leaders and managers, we only see half the story. Co-workers highlight problems underlying poor teamwork in the company. Maybe environmental factors, such as inadequate communication channels, are hampering collaboration? Supporting the big vision encompassing 360 degree feedback system will lead to untold career development initiatives.
How are you supposed to know what the crucial priority in your business should be? This is not easy. The key point here is that the start of your intervention is a process where you look to discover what this is. This process of research, exploration or enquiry IS the transformation – you might call it action research or consultation or diagnosis. Call it whatever would be best. Sometimes it is best to wrap the enquiry into the main body of the intervention without others realising. 360-degree feedback is typically used to measure interpersonal competencies such as communication, teamwork, leadership and customer service. These soft skills are harder to judge based on a single opinion, but they are highly valued and necessary skills for top business performance. Some organizations take a systems approach to human resources development. A key feature of this approach is linking development strategies within an overall framework of development planning rather than engaging in the use of a single strategy, like 360-degree feedback, as an isolated event. A development systems approach likely has greater potential to result in lasting change than does the approach that treats a single tool, like 360 feedback, as the complete solution. If this is the first time running a 360 degree feedbacksession, you might consider developing and running a pilot process before rolling out the actual plan. To do this, nominate a small group of employees to form the test cases, and work through the process to better understand the overall impact and effectiveness it has. It’s not a surprise that 360-degree feedback is popular today. The complexity of work increases and the success in completing work projects is directly related to the level of interaction between employees. Every day we collaborate with our colleagues and clients, discuss tasks with our managers, help our subordinates. Keeping up with the latest developments regarding what is 360 degree feedback is a pre-cursor to Increased employee motivation and building the link between performance and rewards.
Many 360 degree feedbackbenefits accrue to those using the process for employee performance development. Each employee can assess the information to see how he or she is serving internal customers. Note that it is up to the employee alone to use the information to improve performance. Since feedback from work associates motivates most people, this developmental feedback is likely to prompt constructive action on the employee's part. Workers may be well on the way to a potential downward spiral – let the organization down, lose the faith of shareholders and investors and face in front of employees – all because they had no idea about how their work ethic, behavior, and decisions were perceived by those around them. The 360-degree feedback process is thus an extremely important and serious affair for the effective development of an organization and its leaders along with the rest of its constituent figures. Benefits of 360-degree feedback are that it strengthens company culture and builds trust in an organization and helps leaders use recognition to shift company culture. It also provides nuanced perspectives to help conquer bias in the workplace. Homemade applications may work when introducing multisource assessment, especially when used for development-only feedback and in small groups. However, as users become more sophisticated, they want additional features that are likely to be beyond the capacity of a simple home-grown computer program. Consequently, the investment in in-house-created technology must recur regularly to keep up with user needs and improvements in computer technologies. The employee under assessment is in a highly vulnerable position during the 360-degree review. Nurturing a work culture that prioritizes integrity, kindness, and empathy can help maximize the nature of the 360-degree review system. Analysis and decision making become easier when an understanding of 360 feedback software is woven into the organisational fabric.
360 degree feedbackshould be conducted from the beginning and preferably every quarter helping employees develop, and management to motivate and support their teams. There is inevitable risk with transformation as the end-point cannot be fully predicted. It can end up quite different from expectations and can therefore be highly disappointing. On the other hand it can result in happy surprise and delight. Because of legal requirements for performance appraisals, users of 360 degree feedbackthose who provide and those who receive itneed to be trained. Independent of legal requirements, employees need training in any new appraisal system. 360 degree feedbackmay call for more training than traditional systems because the new model is so different, though most employees easily understand the modest changes associated with redesigning a supervisory appraisal form. One can uncover further facts regarding 360-Degree assessment instruments in this NHS page.