The reality is that not all organizations are “ready” for 360-degree feedback. All too often it gets introduced in the middle of a very large organizational change (e.g., merger or acquisition) or some other untimely organization-wide event. When 360s are implemented at a time when organizations are not ready, more harm than benefit may be the result.
Here are questions to determine if an organization is ready for successful introduction and use of 360-degree feedback assessments:
- Is employee engagement and morale high enough to support a feedback intervention?
- Is the organization supportive of talent development and coaching?
- Do managers get trained, rewarded and compensated to act as performance coaches?
- Do employees feel comfortable giving feedback without reprisal?
- Has your organization had a bad experience with a prior 360-degree feedback intervention?
- Are people motivated to use the feedback they receive for their own professional growth and development?
- Does your organization have resources, training and other support to help employees create and implement professional development plans as a result of the feedback?
- Will employees be held accountable to discuss the results of their feedback with their bosses and to create a development plan?
If an organization believes they are ready for 360-degree feedback, here are a few tips on getting them ready:
- Start the 360-degree feedback program with a pilot using an organizational sponsor or senior manager.
- The use of a “180-degree feedback†assessment between an employee and his/her manager is a wonderful way to softly introduce the benefits of a full-blown 360-degree feedback to the organization.  This helps employees begin to feel comfortable with the feedback process and understand how they will be given honest, constructive and useful feedback.
- Remember that 360-degree feedback processes should be used to solve real business needs so make sure it is introduced as a solution to improving leadership effectiveness or team building.
Coach’s Critique:
A client called me recently to implement a 360-degree feedback process on a group of leaders that were undergoing dramatic organizational shifts. As I asked her more about the changes the organization was experiencing, I realized that as much as I would like to be a sponsor of selling and implementing those 360s, I needed to advice and warn my client of the negative consequences that can be involved in doing so.
First, the leaders that were going to participate in the 360s were going to have different roles, functions, staff members. Some leaders were going to lose their staff members as well. Implementing a 360 under such a situation can be a recipe for disaster. Raters perceptions of the leader can be falsely attributed to the organizational situation rather than the participant… imagine that!
Furthermore, when an organization is going through so much uncertainty, the level of receptivity of a 360-degree process is likely to be low. Even under great organizational conditions, 360-degree feedback tools are often resisted by users. Now, imagine the extent of participant resistance when the company is going through the consequences of downsizing.
What has been your experience with determining when an organization is ready to implement 360-degree feedback?
Sandra Mashihi
Dr. Sandra Mashihi is a senior consultant with Envisia Learning, Inc. She has extensive experience in sales training, behavioral assessments and executive coaching. Prior to working at Envisia Learning, Inc., She was an internal Organizational Development Consultant at Marcus & Millichap where she was responsible for initiatives within training & development and recruiting.. Sandra received her Bachelor’s of Science in Psychology from University of California, Los Angeles and received her Master of Science and Doctorate in Organizational Psychology from the California School of Professional Psychology.
