1.1.

Benefits of 360 degree feedback

Benefits of 360 degree feedback include:

A more balanced view of individual performance

Feedback from only one source can be dismissed as being only one person's opinion. If a number of people say the same thing then it is harder to ignore it. Differences of opinion about the performance of a person are often caused by different expectations on the part of those rating them. The 360 approach provides a basis for identifying and discussing these different expectations.

More likely to cause behaviour change

Evidence from a number of different assessors is reliable evidence and is difficult to ignore. When faced with the evidence most people resolve to make changes to the way that they work. The level of detail enables them to do so reliably. Subsequent feedback can tell them how they are doing. The evidence will also identify strengths that can be built on as a means of improving performance even further.

Reveals unique information not captured by other methods

Three sixty degree feedback methods overcome blockages to feedback from a number of sources. Examples of such blockages include a reluctance of the team to give negative feedback to a team leader, and a lack of positive feedback from the manager to team members. These barriers are all easily overcome through 360 degree feedback. If peers and customers are used then feedback is received from people who normally do not give it.

Often the only reliable feedback source for top-level managers

Top-level managers often do not receive any feedback on their day-to-day behavioural skills there simply isn't anyone to give it. The only way a top-level manager can get feedback is to encourage team members or peers to give it. The methods of 360 degree feedback are an ideal way to do this.

Increases understanding performance expectations

A common reason that people do not perform in the most effective way is that either they don't know what to do to be more effective, or they fail to appreciate the affect of their behaviour on others. The 360 degree feedback is an ideal way to help them understand. It helps managers understand team members' skills, particularly in flat or rapidly changing organisation structures.

Powerful lead in to self-directed learning and development

When faced with overwhelming evidence of a competency that needs to be developed there is only one question for most people: 'How can I do something about it?'.Deep-seated and longstanding problems are often confronted in this way. The self-directed learning and development that then happens is based on real need rather than only an individual's self-perception.

Brings a competency framework to life

However much time and money you spend developing a competency framework that precisely defines the way you want people to work. Iit can easily become a dusty manual on a shelf. A 360 degree feedback process using questionnaires directly linked to the framework gives the competencies real meaning. They are made directly relevant to people's day-to-day work.

Provides organisation-wide insights

The data from 360 degree feedback on individuals can be gathered together to give a range of cross-group or organisation insights. The competency strengths and development needs for, or part of, the organisation can be assessed. This technique can also be used to check the relevance and suitability of the original competency framework.

2.1.1

The potential pitfalls of 360 degree feedback

As with any technique there are a number of potential pitfalls for the unwary. Typical problems include:

Fear of receiving or giving feedback

Some people do not feel safe giving feedback because negative feedback can affect working relationships. Some people do not like receiving feedback because it is too confronting. To overcome these pitfalls the system needs to ensure that people feel safe giving and receiving feedback. For those receiving feedback:
y y y y

they should choose whom to ask to complete questionnaire the responses they receive should be confidential to them and not held centrally they should be able to view the results and plan development activities in their own time at their own pace there should be nobody looking over their shoulder at any time

For those giving feedback:

y y

the feedback should be anonymous - there should be no way to link feedback to the identity of any individual person who completed the questionnaire feedback should be voluntary.

If there is no fear of giving feedback then named feedback is better because allows open discussion of performance. Recipients also need to know how to constructively query the feedback they have received.

Questionnaire too rigid and not relevant to job

This problem arises where a standard competency model or psychometric test is used for the questionnaire. It is best to use a customised competency model as the basis for the questionnaire.

No way to overcome the development gaps exposed

Identifying development needs is impractical if there is no support mechanism in place to deal with them. Each element of the diagnostic must be linked to expert development advice. This should contain behavioural tips for a person to try immediately, coaching advice and planned experiences to help them improve through practice. Organisations should also link in all of their standard training and development options.

A focus on pay or 'appraisal'

A 360 degree feedback process should be used for self-development purposes only. Only in this way will an individual be most open and accepting of the feedback. If pay setting or appraisal is the objective then the stakes are raised and people gain by glossing over development needs.

3.1.1

Implementing a 360 degree feedback process

There are three steps to implementing a 360 degree feedback process.

1. Decide on the purpose of the process

Rating the performance of your peers, managers or staff reports through 360 degree evaluation is a highly-sensitive process that can have an enormous impact on the performance and culture of the organisation and the performance and self-esteem of those being evaluated. An organisation's culture is one of the greatest determinants in whether a 360 degree evaluation process should be implemented or not. If your organisation is currently orientated towards a high level of trust, a learning culture, open and honest communication and a positive and accepted appreciation of performance appraisal, then 360 degree feedback should be another dimension to your organisation's performance management framework. If your organisation does not regularly display these attributes then other more formal performance approaches may be appropriate. It's important to clearly define what the benefits of implementing a 360 degree feedback process will be for the organisation, team and staff members.

If the organisational context and perceived benefits are amenable to 360 degree feedback then the next question should be: 'What will the 360 degree feedback be measuring and how will the data be used?'. Possible uses include:
y y y y y y y

establishing individual development plans identifying training needs and information for career advancement general performance review assisting in assessing pay variation or performance bonus contract renewal basis of discussions with manager, peers or staff assisting team development

2. Decide what aspects of performance are to be evaluated

Remember, 360 degree feedback can only be used for behavioural aspects of performance. Performance, based on job function, is measured through a different system. The first issue to be decided is which elements of a person's behaviour will be incorporated into the 360 feedback process. Potential behaviours that can be applied to 360 feedback include:
y y y y y y y y y y y y y

analytical thinking and problem solving business and product knowledge business development and / or operations focus communication skills ethics flexibility information dissemination and/or seeking initiative and / or innovation judgement leadership managing change motivation team work and cooperation

Within each of these aspects of performance, a set of specific behaviours should be developed for testing through the 360 feedback process. As this is a specialised task you may need to employ a 360 degree feedback consultant to do this. The choice of behaviours to include in the 360 degree feedback process is often simple. Most organisations want to test how well their managers are behaving according to the values of the organisation. So, they:

Take their organisation's values Describe the behaviours a manager should be displaying to represent those values Insert those descriptions into the 360 degree feedback diagnostic Distribute the diagnostic to the manager, a sample of their staff, a sample of their peers and their manager 5. Ask each person to rate the performance of the manager (on a five point scale) 6. Collate all the ratings and evaluate the performance of the manager on the results 1. 2. 3. 4. The following example demonstrates a typical 360 degree feedback diagnostic based on the values of an organisation. Value Quality excellence Strong work ethic Behaviours y We do not accept second best y We will get it right first time y We make things happen, not wait for them to happen y We always follow through on our commitments y We always make an effort to help each other y We will not behave today in a way that will make it harder for us to perform well tomorrow y We will always be honest and consistent in our dealings with employees, growers and customers y We are considerate of the environment on all our farms y We will be true to our beliefs and supporting our values y We value and respect our staff y We will provide a safe working environment for all our staff y We will communicate openly and honestly with our staff

Long-term sustainability Integrity

Valuing our people

Once the behaviours are finalised a 360 degree form should be created and distributed to all reviewers. This should include the following information:
y y y y y

name of reviewee name of reviewer capacity in which the reviewer is reviewing the reviewee (self, peer, manager or staff) listing of all relevant behaviours with the ability for the reviewer to enter a rating for each any other instructions required for the reviewer to complete the form

3. Use the outcomes from the 360 feedback process widely

Put the outcomes of the 360 degree feedback process to the use for which the organisation intended them. http://www.cpaaustralia.com.au/cps/rde/xchg/cpa-site/hs.xsl/3101.html