360-degree feedback. In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle.
Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers, and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers. The results from a 360-degree evaluation are often used by the person receiving the feedback to plan and map specific paths in their development. Results are also used by some organizations in making administrative decisions related to pay and promotions.
History What is 360 Degree Feedback ? What is 360 Degree Feedback?
360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. 360 Degree Feedback: The Good, the Bad, and the Ugly.
Want to make people happy?
Make people sad? Care to create an uproar in your organization that rivals in ferocity any change you’ve ever introduced in your history? Want to stir up all of the dormant fear balls hidden just below the surface in your organization? I know; you think I’m talking about laying off half your staff. Right? Wrong. Implemented with care and training to enable people to better serve customers and develop their own careers, 360 degree feedback is a positive addition to your performance management system. Choosing 360. A Guide to Evaluating Multi-Rater Feedback Instruments for Management Development.
This book presents a nontechnical, step-by-step process that shows how to evaluate any 360-degree-feedback instrument intended for management or leadership development.
The 360-degree-feedback instruments collect information from different sources about a target manager's performance, and they offer multiple perspectives. 40 Ways to Improve 360 Degree Assessment Discussions. A 360-degree assessment is a confidential survey that is sent to a manager’s direct reports, boss, peers, and others as a way to gather feedback about the manager’s strengths and development needs.
The surveys are scored and a report is produced. The report is often reviewed with the manager by a certified coach. As a follow-up, the manager should then review the findings with his/her manager as a springboard to a development discussion. While this sounds like a good idea in theory, I’ve seen way too many managers and their managers ruin a great coaching opportunity. They either put the report away and don’t take any action or meet to review it, or if they do, the discussion isn’t as effective as it could have been. Here are some lessons learned, from both the perspective of the 360 participant manager, and his/her own manager. When you receive a 360-degree assessment and are ready to discuss it with you manager, DO: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Has 360 degree feedback gone amok? Executive Overview Three hundred sixty degree feedback programs have been implemented in a growing number of American firms in recent years.
A variety of individual and organizational improvement goals have been attributed to these feedback processes. Despite the attention given to 360 feedback, there has been much more discussion about how to implement such programs than about why organizations have rushed to join the bandwagon or even what they expect to accomplish. TRAIT, RATER AND LEVEL EFFECTS IN 360-DEGREE PERFORMANCE RATINGS - MOUNT - 2006 - Personnel Psychology. Perceptions or reality: Is multi-perspective measurement a means or an end? - Tornow - 2006 - Human Resource Management. Action learning and multi-rater feedback as leadership development interventions: Popular but poorly deployed - Journal of Change Management - Volume 3, Issue 4.
Action learning and multi-rater feedback are today among the most widely used interventions for leadership development.
Despite their popularity, the authors believe that both have been poorly deployed. For example, while grounded in real company issues, action-learning formats often fail to provide the multiple learning experiences necessary to develop complex knowledge. Inadequate opportunities to reflect on learning, poor facilitation and a failure to follow up on project outcomes seriously hamper this intervention's potential to develop leadership talent. Similar shortcomings apply to the deployment of multi-rater feedback. For example, when its use is stretched and different purposes, such as performance measurement, are coupled with it, or when its quantitative aspects are emphasised and the qualitative ones neglected, or when it is conceptualised as a single event rather than as an enduring system, the actual capabilities of multi-rater feedback are limited.