We all like to get positive or constructive feedback and when it is delivered in the right way it can really benefit both the individual and the business. Even so, with evidence to back up this idea, it is the fact that people do not get feedback that is thought to be the major contributor to their decision to leave their job, so it really is important to provide feedback to your employees. It is a wise decision as it allows you to discover where employees may require support or skills development to enable them to raise their performance levels.
So, why do we have 360 degree feedback? This concept has resulted from a need to boost both the frequency and quality of feedback to individual workers. It is more than the regular annual appraisal, where you visit the manager's office to be informed of what you are doing well and how you can improve.
Throughout time it has been the job of the manager to provide this feedback and because of increasing workloads, the feedback has not always been comprehensive. 360 degree feedback increases the circle of feedback and includes not only the manager's considerations, but also peer evaluation, self evaluation and direct reports. What results at the conclusion of this process is a comprehensive report that provides the individual with a comparison between how they perceive their performance and the perception of their associates. This report will then enable them to make any necessary changes through a targeted improvement plan.
360 degree feedback has many benefits: the insight that employees obtain regarding their behavioural weaknesses allows them to better manage their careers, working on interpersonal skills and attaining leadership qualifications and their employer reaps the benefits of having a highly skilled and experienced workforce and the associated increased productivity and quality of work.
What are the key elements of a successful 360 degree feedback process?
There are six of these.
1. The most senior management must be willing to embrace the process and be supportive of its implementation. As well, employees must obtain the necessary skills to give constructive feedback. The most important factor is that managers have to be willing to use any skills that they have obtained to give appropriate coaching.
2. Any survey that is conducted should relate to the company's ethos and the competencies that they are looking for, addressing the skills necessary to attain individual and company success.
3. All those involved in the rating process must attend a 360 orientation. This is where they will be informed that 360 is to be used exclusively as a developmental tool and not for performance appraisal. The confidentiality of responses and the process of surveys is to be emphasised, reassuring both the "raters" and those being rated.
4. A survey or questionnaire is completed. Most of these are done online which allows for the use of special encryption software to ensure the security of the data collection.
5. Once the surveys are completed, they are collated in the form of a report and presented to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. Coaching that is thought to be necessary for improvements is then given to those needing it. Impartiality is one of the best qualities of an effective coach as is their ability to focus on achievable, useful goal setting. It is also appropriate for managers to adopt the role of coach as it will help to cement any skills gained and guarantee accountability.
How can this be successfully implemented in your company? The deciding factor is the level of effort you are prepared to put into the process. The level of improvement has a direct correlation with the amount of feedback and support that is provided. 360 degree feedback has the potential to be extremely powerful in generating feedback and consequently to make changes in your business. - 15790
So, why do we have 360 degree feedback? This concept has resulted from a need to boost both the frequency and quality of feedback to individual workers. It is more than the regular annual appraisal, where you visit the manager's office to be informed of what you are doing well and how you can improve.
Throughout time it has been the job of the manager to provide this feedback and because of increasing workloads, the feedback has not always been comprehensive. 360 degree feedback increases the circle of feedback and includes not only the manager's considerations, but also peer evaluation, self evaluation and direct reports. What results at the conclusion of this process is a comprehensive report that provides the individual with a comparison between how they perceive their performance and the perception of their associates. This report will then enable them to make any necessary changes through a targeted improvement plan.
360 degree feedback has many benefits: the insight that employees obtain regarding their behavioural weaknesses allows them to better manage their careers, working on interpersonal skills and attaining leadership qualifications and their employer reaps the benefits of having a highly skilled and experienced workforce and the associated increased productivity and quality of work.
What are the key elements of a successful 360 degree feedback process?
There are six of these.
1. The most senior management must be willing to embrace the process and be supportive of its implementation. As well, employees must obtain the necessary skills to give constructive feedback. The most important factor is that managers have to be willing to use any skills that they have obtained to give appropriate coaching.
2. Any survey that is conducted should relate to the company's ethos and the competencies that they are looking for, addressing the skills necessary to attain individual and company success.
3. All those involved in the rating process must attend a 360 orientation. This is where they will be informed that 360 is to be used exclusively as a developmental tool and not for performance appraisal. The confidentiality of responses and the process of surveys is to be emphasised, reassuring both the "raters" and those being rated.
4. A survey or questionnaire is completed. Most of these are done online which allows for the use of special encryption software to ensure the security of the data collection.
5. Once the surveys are completed, they are collated in the form of a report and presented to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. Coaching that is thought to be necessary for improvements is then given to those needing it. Impartiality is one of the best qualities of an effective coach as is their ability to focus on achievable, useful goal setting. It is also appropriate for managers to adopt the role of coach as it will help to cement any skills gained and guarantee accountability.
How can this be successfully implemented in your company? The deciding factor is the level of effort you are prepared to put into the process. The level of improvement has a direct correlation with the amount of feedback and support that is provided. 360 degree feedback has the potential to be extremely powerful in generating feedback and consequently to make changes in your business. - 15790
About the Author:
Theo Benmanson has been developing personnel for that last 15 years. He has written many articles on the topic. Click the links for additional articles on 360 degree feedback. Or visit the website at www.engauge.co.uk.