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 Oh,
what a great gift we would have if we could only see ourselves as others
see us.
- Robert Burns, 1785
Let's begin with a concept of which most of us would agree -- Positive
and constructive feedback, if presented respectfully and with helpful
intent , benefit both the individual and the organization. And yet,
studies on turnover reveal that lack of feedback and recognition are
often cited as a key reason why people leave organizations. Consider
whether individuals in your organization receive enough useful feedback
to help them develop their skills and improve performance.
360-degree feedback has grown out of the need to increase the quantity
and quality of feedback to individuals…feedback that goes beyond the
annual performance review process. After all, prior to walking into your
manager's office to discuss your appraisal, are you thinking, "This is
great. I am going to get feedback that will help me to be a better
employee?"
Traditionally, the manager has been the sole source of feedback. And the
frequency of this feedback is often minimal. 360-degree feedback expands
the circle of feedback providers to peers and direct reports, as well as
self-evaluations. In the end, feedback recipients receive a report that
provides a gap analysis that details how they see themselves versus how
they are perceived by those with whom they work closely. A qualified
performance coach then helps the individual to create a targeted
improvement plan.
Organizations cite several key benefits of 360-degree feedback:
Individuals gain insight into their behavioral blind spots, they are
better able to manage their careers, and they gain quantifiable data on
interpersonal and leadership skills. Organizations gain the benefits
derived from a highly developed workforce, such as increased promotion
from within, and heightened productivity and quality.
Successful 360 processes includes several keys elements. First, top
management must buy into the concept that 360 is a valuable tool for
improving performance and they must support its implementation. Also,
employees may need to learn how to provide useful, constructive feedback
to each other. And managers must have the skills and be willing to
provide ongoing coaching.
Second, the survey must reflect the organization's culture and desired
competencies. In the end, individual goals and action plans will be
based on the feedback related to the survey questions. Therefore, it is
imperative that the survey addresses a skill-set that will lead to
individual and organizational success.
Third, all raters attend a 360-degree feedback orientation where they will learn that
360 is for development purposes only and will in no way be linked to
performance appraisal.
Individuals will learn about 360-degree feedback, the confidential
nature of their responses, and how the survey technology works. This
step will help to alleviate fear on the part of both the raters and the
feedback recipients.
Fourth, after learning about 360 in the orientation, it's time to
complete the questionnaire. Today, most surveys are conducted online
using secure, encrypted data collection systems. Individuals should have
the opportunity to provide numeric ratings for each question, as well as
clarifying comments. Some systems even allow comments to be sorted into
sections, such as: What you like, what you don't like, and what you
want.
Fifth, reports are compiled for each individual. These reports should
include all comments verbatim, as well as an easy-to-read format for
interpreting results and creating action plans. Group summary reports
are typically provided to senior management or human resources. These
reports do not include individual names, but rather tally all numeric
ratings to reveal large-scale organizational strengths and challenges.
This data is often used to target global issues and select relevant
training initiatives.
Sixth, coaching is provided to individuals so they can turn their
feedback into action. Without effective coaching, 360-degree feedback
becomes a time-consuming project without behavioral change. A neutral
coach helps the individual to understand their feedback, find underlying
themes that are the behavioral drivers for their core challenges, and
finally, help them to set meaningful goals and develop specific action
plans that will lead to performance improvement. Managers will act as
supplemental coaches to reinforce learning and ensure accountability.
Remember that you can't expect changes in behavior or performance any
greater than the frequency in which feedback is given. 360-degree
feedback can be a powerful tool in generating the feedback that leads to
behavioral change and better results.
Related Leadership Programs:
Leadership Training
Essential Skills of Leadership
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