360 Feedback - Frequently Asked Questions
What is 360-degree Feedback?
In short, the participant is surrounded by feedback. The 360 process allows the participant to receive feedback from people above, below, and at the same functional or hierarchical level. Participants assess themselves as well and compare their perceptions with those from their boss, direct reports, peers, customers, and others.
What can 360 do for you?
360 feedback helps participants understand how effective they are now and what they could be doing differently if they choose to do so. It can identify the consequences of their actions. It can identify differences in perceptions. For example, it can identify hidden strengths where the participant believes they need to improve, but others do not see the need for improvement. Likewise, the feedback identifies those areas where the participant believes (s)he is performing effectively, but others see the need for change and improvement.
Participants can then integrate the feedback results with self-directed action planning, training and development initiatives, follow-up and accountability. The process encourages the immediate supervisor or manager to become a more pro-active coach.
What are some ways to introduce 360?
First, look for internal champions of the feedback process such as those interested in their own self-development. Second, conduct pilot sessions with 15 to 75 participants, depending on the size of your organization. Choose groups of participants from different functions, at different levels, and different locations if possible. Their feedback will help you determine the extent to which the survey you selected applies to all managerial levels or personnel.
How to Ensure Success?
You can build initial support for 360-degree feedback when you position the process. Identify the purpose. Who will participate in this process and why? When will the process begin? Who will see the results? What will people be expected to do with their data? Do people want to volunteer?
How to Ensure Failure?
One of the most ineffective ways to introduce a 360 process is to select a single person to evaluate it (versus say a group of 10 to 20 participants). A second ineffective method is to select people who are on disciplinary action, are about to be fired, or are among the least productive performers in the organization. A third ineffective way is to use 360 as a basis for compensation or job assignments within the first year of introducing the concept to your organization. A fourth ineffective ways is to implement the process and not provide any follow up support, mentoring, coaching, or developmental programs.
How can you use the results?
The “safest” is to use it for self-awareness and self-development, at least initially. People need to feel comfy giving and receiving feedback. They need to believe that they are not going to get fired, punished, or otherwise criticized for their feedback. They need the support of management and Human Resources. Then, it will be easier to apply the feedback process to other areas and applications.
How important are national and industry norms?
Keep in mind that statistical norms are not standards or benchmarks for performance. They represent “what is,” not “what should be.” Yet, many people incorrectly view such norms as their paradigm for excellence.
What action did you take as a result of the feedback you received? When you compare your results with the norm and discover that you are at the norm, change may not take place because you see yourself as mainstream or like everyone else in “the world.” If the results are higher (better?) than the norm, change may not take place because you see yourself (or the organization) as superior to or better than the comparative group. If, however, the results are lower (worse?), change often does not take place because the data hurt. You are not as effective or as good as the comparative group.
Rationalization takes place. You begin to make excuses for why you are more unique than the normative group. You challenge the reliability of the survey. You challenge who came up with the practices measured by the survey. You look for excuses rather than expend the energy to become more effective or more competitive. What have you really gained from this process?
What are some myths about 360 feedback?
Electronic data collection is better than scannable forms. Yes, it can collect it faster, so long as people respond quicker. Whether you use paper or an electronic process, nothing much happens until the raters complete and return their responses. Procrastination is not limited to paper forms. Of course, how fast the results are compiled is often a function of the vendor’s capabilities (or the internal coordinator’s) that you are using. Here the advantage goes to electronic processing, so long as the person “pushing the buttons” does not procrastinate of course.
There is a fear about using 360-feedback because people will show favoritism. If this is true, what can be said about the traditional appraisal process? Is this not subject to favoritism and bias? Of course it is. That is why 360 feedback is so popular and acts as a blance and complement to the traditional appraisal process. Bear in mind that when someone’s feedback is “positive” and perhaps even more glowing than they thought, the participant does not accuse the respondents of showing favoritism. Favoritism and bias and unfair are hurled about when feedback is less favorable than the participant had anticipated.
Contrary to popular belief, there is no magical length for a feedback survey. First, identify the themes or competencies you want to measure, e.g., Delegation, Problem Solving, Integrity. Define each competency. Next, include at least five questions (behaviors and practices) for each theme or skill competency. If one of your skill competencies is Communication, use at least five items for measuring it, based on your definition, and so on for the other competencies in your survey. If you use this as a guideline you can easily dictate the length of the survey that is right for your target population.
How can I help participants understand their results?
Structured group sessions are a great place to start. Creating triads or pairing people off in the session with specific objectives for discussing their feedback, identifying next steps, and so on can provide a safe and comfy experience before participants go back to their boss, direct reports, and others. You can also conduct 1:1 sessions with each participant, depending on the “climate.”
What questions do you have about 360-degree feedback?
Contact us. We will respond as quickly as we can.
