The goal of 360-degree feedback is to gather perceived strengths and development areas for talent at all levels of the organization. We accomplish this goal by asking key stakeholders to share their perceptions and observations about the talent’s skills, abilities, personalities, and behaviors. Comparing this information to the participant’s own self-rating 360-degree feedback becomes a pretty powerful tool for developmental planning purposes.
It is important for consultants to ensure that they are educating their clients about 360-degree feedback and how to use it appropriately. Unfortunately organizations typically do a poor job of introducing and implementing 360-degree feedback systems. This can be disastrous to the organization; perhaps costing time, money, and relationships that could take years to recover from.
Here are 4 laws of 360-degree feedback companies and employees must be aware of prior to implementation:
- 360-degree feedback must not be a measure of performance. However, 360-degree feedback should measure specific behaviors and competencies associated with job performance and success. It provides clarity about one’s strengths and insight about potential areas of improvement and development.
- 360-degree feedback results must be actionable. Feedback reports should convey observed behaviors that can be modified. Rated competencies should be trainable in order to be considered a strength or development area.
- 360-degree feedback results must be used only for development purposes. It provides a process for improvement for individual or team performance only when the feedback is ongoing and especially when it’s combined with structured follow-up and coaching. It must not be used for hiring/firing, compensation or promotion decisions.
- 360-degree feedback must be confidential. With the exception of the manager, those being rated should not know who provided specific scores or comments. I’ve seen firsthand what happens when companies fail to provide clear and accurate information about the confidentiality of the 360-degree feedback results and what it’s used for. Raters often don’t know that the tool is used for development purposes and not used for assessing performance. Or, that it’s not used as a legal protection tactic against terminating personnel.
If your client or your organization is not willing to implement a 360-degree feedback system that follows all 4 of these rules, it should not be implemented at all. The process will likely yield more harm than good if just 1 of these rules is broken.
Take, for example, the effects of breaking the law of confidentiality. Raters either fear the exposure of their ratings, or feel they can manipulate ratings, as if they have some kind of power in the destiny of the job security of the person they are rating. They either fail to contribute in an adequate and useful way, or they may provide feedback that is purposefully untrue, skewed to be overly critical or flattering.
Personally, I have taken it in my hands to ensure that organizations are well aware of the features and limitations of 360-degree feedback tool. However, what if companies have their own agenda about how to use the tool, will my educating them make a difference? How much can a coach do to ensure that companies follow the boundaries and ensure the success of the process?
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.
Thanks Sandra,
That’s really a good summary of the vital points to be observed for a decent 360 project. I am aware that you should cut the number of the laws somewhere but I feel like adding the expert feedback as the next one in the row.
360 degree feedback is a developmental tool that employees are hope to use to further prepaid their personal skills. The primary purpose of 360 Feedback enables an organisation to define the conditional model of leadership by taking the standard skills 360 degree feedback