We all like to get positive or constructive feedback and when it is delivered in the right way it can really benefit both the individual and the business. Even so, with evidence to support this idea, it is the fact that people do not receive feedback that is considered to be the major contributor to their decision to leave their workplace, so it really is important to provide feedback to your employees. It is a wise decision as it allows you to find out where employees may require support or skills development to enable them to raise their performance levels.
So, why is 360 degree feedback used? It has been generated from the requirement to provide an increase in frequency and quality of feedback to employees. This is in addition to the annual appraisal where the employee visit's the manager's office to be given a summary of their strengths and weaknesses.
Historically, it has been the manager's role to provide feedback and, due to increasing workloads, the manager's feedback has been scant at best. What 360 degree feedback does is widen the circle of feedback providers to include peer evaluation, direct reports and self evaluation. The end result of this process is that the individual has access to a comprehensive report that allows them to compare their own perceptions of their work to those of their close associates. Once they have this report, a performance coach will assist them in making any necessary adjustments through a targeted improvement plan.
There are a number of benefits with 360 degree feedback: when individuals have a greater insight into their strengths and weaknesses they are better able to manage their careers as a result of making improvements to interpersonal skills and building upon leadership skills and the employer is able to take advantage of having a highly skilled, experienced team of employees whose productivity and quality of work is high.
What are the key elements of a successful 360 degree feedback process?
There are six of these elements.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. All surveys that are given must have a relationship with the mission statement of the company and the skills for which the company is searching and should consider the skills that are needed to obtain both individual and company success.
3. Everyone concerned with the process must attend a 360 orientation. At this orientation they will be informed that 360 is merely a developmental tool and should never be used in performance appraisal. Confidentiality is also stressed to make sure that all involved are comfortable with the process.
4. A questionnaire or survey is completed. The majority of these surveys are completed online with special encryption software that allows for secure data collection.
5. Once the surveys are completed, they are collated in the form of a report and given to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. If any coaching has to be completed it is given to those who require it. A good coach stays impartial and is concerned with helpful and realistic goal setting. It is possible for managers to become involved in coaching as it has the ability to reinforce skills that have been attained and guarantees that they remain accountable.
So, how can this benefit your organisation? It all depends on how much you are willing to put into the process. The degree of change is directly related to the amount of feedback given and to the level of support that is provided. 360 degree feedback can be a very potent tool to engender the feedback required to make those changes in your organisation.
So, why is 360 degree feedback used? It has been generated from the requirement to provide an increase in frequency and quality of feedback to employees. This is in addition to the annual appraisal where the employee visit's the manager's office to be given a summary of their strengths and weaknesses.
Historically, it has been the manager's role to provide feedback and, due to increasing workloads, the manager's feedback has been scant at best. What 360 degree feedback does is widen the circle of feedback providers to include peer evaluation, direct reports and self evaluation. The end result of this process is that the individual has access to a comprehensive report that allows them to compare their own perceptions of their work to those of their close associates. Once they have this report, a performance coach will assist them in making any necessary adjustments through a targeted improvement plan.
There are a number of benefits with 360 degree feedback: when individuals have a greater insight into their strengths and weaknesses they are better able to manage their careers as a result of making improvements to interpersonal skills and building upon leadership skills and the employer is able to take advantage of having a highly skilled, experienced team of employees whose productivity and quality of work is high.
What are the key elements of a successful 360 degree feedback process?
There are six of these elements.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. All surveys that are given must have a relationship with the mission statement of the company and the skills for which the company is searching and should consider the skills that are needed to obtain both individual and company success.
3. Everyone concerned with the process must attend a 360 orientation. At this orientation they will be informed that 360 is merely a developmental tool and should never be used in performance appraisal. Confidentiality is also stressed to make sure that all involved are comfortable with the process.
4. A questionnaire or survey is completed. The majority of these surveys are completed online with special encryption software that allows for secure data collection.
5. Once the surveys are completed, they are collated in the form of a report and given to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. If any coaching has to be completed it is given to those who require it. A good coach stays impartial and is concerned with helpful and realistic goal setting. It is possible for managers to become involved in coaching as it has the ability to reinforce skills that have been attained and guarantees that they remain accountable.
So, how can this benefit your organisation? It all depends on how much you are willing to put into the process. The degree of change is directly related to the amount of feedback given and to the level of support that is provided. 360 degree feedback can be a very potent tool to engender the feedback required to make those changes in your organisation.
About the Author:
Theo Benmanson has been instructing personnel for that last 15 years. He has written many articles on the topic. Click the links for additional articles on 360 degree feedback. Or visit his website at www.engauge.co.uk.
