360s are a great way for good employees to get even better. 360s expand a participant’s pool of raters and combined perspectives of their performance. 360s provide balance. Top – down feedback only reveals one manager’s opinion or viewpoint. However, 360s are not a replacement for regular feedback from the manager.
360s for Development
- Identify strengths and weaknesses; focus development efforts
- Establish a baseline to measure improvement over time
- Encourage self-awareness, improvement, long term career development
- Educate participants and raters about organisational values, expectations
- Help develop business and interpersonal skills
360s for Performance Evaluation
- Are often viewed as negative or even punitive
- Rater data may be skewed high (quid pro quo) or low (competing for the same job)
Do’s for HR/Client Administration
- Ensure that questions are well – crafted, relevant and the goal for the 360 drives the process
- Make sure 360 is consistent with and nests within the larger leadership development efforts
- Keep the survey short, avoid rater fatigue
- Get support and participant from top leaders early on and throughout the process
- Do the pre – work; let participants/raters know how the 360 will be used and the benefits from
- participating
- Confirm mechanics; survey timetable, invitation test, survey settings, report distribution etc.
- Monitor rater response rates to ensure complete, actionable reports
- Debrief results thoroughly and create detailed, actionable development plans
- Coach/mentor follow-up to track, discuss and sustain progress
Don’ts for HR Client Administrators
- Assume that a 360 alone will change behaviour
- Use 360’s as a punishment for specific performance issues
- Forget to prepare participants and raters pre-launch
- Let follow up / accountability fall down