Best Practices - 360 feedback

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