360 Degree Feedback Information

Multi-source or Multi-rater feedback (otherwise known as 360º feedback) is an assessment method that allows several raters to evaluate one individual. Typically the raters would be self and others that have frequent interaction with the employee being assessed, such as the boss, peers, subordinates, and occasionally customers or clients.

360º assessments help employees to be more realistic about their strengths and weaknesses, highlighting the gaps between self perception and the perception of others. It provides a broader perspective, as different groups may have different experiences with the individual. These tools are especially valuable as a follow-up to a prior assessment used for development. They give the employee an indication of progress and whether development efforts are impacting the people around him or her in the way that was expected.

Considerations When Using 360º Feedback Tools

When asking the right questions, 360 degree feedback is rich with development suggestions and opportunities. When applied appropriately, in the right environment and with the right people it can greatly improve team functioning, leadership skills, and employee motivation, in addition to communicating and solidifying organizational culture.

However, there are several considerations to implementing a 360 program appropriately:

1. Not all organizations are ready for 360 feedback tools. The use of 360 feedback requires an expectation of fairness, openness, and good intent. If a company is currently plagued by backbiting and conflict, people will not receive the feedback openly and are likely to discount any constructive comments or notable gaps in perception between self and others.
2. The right people have to be giving the ratings under the right instructions, for the right purpose.
1. Raters should be selected because they have a significant level of work interaction with the individual as well as the ability to be objective about the person’s work behavior. Whenever possible, people should feel a sense of anonymity in providing feedback, such that their specific responses could not be identified. Thus, it is a good idea to have more than one person in each category rate the person, or have the ability to combine categories. On-line processes that protect the confidentiality of feedback are desirable.
2. Respondents should be given instructions about responding honestly, objectively, and without personal feelings impacting ratings. In addition, they should be warned about thinking about specific instances when answering questions and be instructed to answer questions in relation to the person’s behavior “as a whole.”
3. Finally, 360 tools are best used for developmental purposes, especially when the first 360 is being administered. Because 360 ratings are based on perception, are by nature somewhat subjective, and can not be tied back to actual observation of performance, the scores should not be used to impact compensation. Instead, completion of developmental goals identified by the 360 feedback should be tied to compensation. Allowing 360 results to be directly tied to performance compensation may subject the process to inflation (“influencing” others to provide positive feedback for financial reward) or as payback (influencing other raters to drown the subject in negative ratings).

3. Another major impact on effectiveness is who, when, and how the person receives the results of the 360 survey. There are several appropriate ways to deliver the feedback, the key is that no matter how the results are provided, the subject should be guided, with a positive attitude towards developmental and learning opportunities, through the results with discussion, impressions, and objectivity. Do not just dump the report on the subject’s desk, ask her to read it and get back to you with her impressions!

   Prior to receiving the results the subject should be reminded of the expressed purpose of the 360 survey. It helps if the person was involved prior to taking the survey in the decision to participate. Then prior to receiving the results, the reasons for that decision can be revisited and the subject can remember what he or she hoped to get out of it.

   The subject should also be reminded that although it is fine to ask for people’s impressions of one’s own behavior for reasons of improvement, it is not ok to go back to a specific individual and confront them or accuse them about a specific rating. Allowing that sort of behavior guarantees that the subject will not receive honest ratings in the future.

Career Momentum Inc. 360 Tools

We are able to identify which of many 360 tools that are available will best meet your needs. In addition we are qualified to assist you in developing a customized 360 survey. The MAP and the ASSESS Expert System offer 360 degree surveys as part of their development cycle.

Profiles Checkpoint 360 System with the Organizational Management Analysis

The Profiles CheckPoint 360 Competency Feedback System is a multi-rater feedback process that provides managers and leaders with an opportunity to receive an evaluation of their job performance from the people around them – their boss, their peers, and the people whose work they supervise. From this feedback, managers can compare the opinions of others with their own perceptions, positively identify their strengths, and pinpoint the areas of their job performance that could be improved.

Using an anonymous reporting system via the Internet, the CheckPoint 360 supplies feedback concerning a manager’s job performance in eight skill clusters and 18 universal competencies, described as follows:

Communication Listens to others Processes information Communicates effectively Leadership Instills trust Provides direction Delegates responsibility Adaptability Adjusts to circumstances Thinks creatively

Relationships Builds personal relationships Facilitates team success Task Management Works efficiently Works competently Production Take action Achieves results

Development of Others Cultivates individual talents Motivates successfully Personal Development Displays commitment Seeks improvement

CheckPoint Reports have four-color graphs and charts as well as narrative descriptions of the results to help the manager read, understand, and effectively use the data for self-development. The report has a special personal growth section that coaches the manager and helps improve performance in development areas.

Checkpoint Sample Comparison Report

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