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 support this idea, it is the fact that people do not receive feedback that is considered to be the major contributor to their decision to leave their workplace, so it really is important to provide feedback to your employees. It is a wise decision as it allows you to find out 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 increase both the frequency and quality of feedback to individual workers. It is more than the usual annual appraisal, where you visit the manager's office to be told what you are doing well and how you can improve.
Historically, it has been the manager's role to provide feedback and, due to increasing workloads, the manager's feedback has been scant at best. What 360 degree feedback does is widen the circle of feedback providers to include peer evaluation, direct reports and self evaluation. The end result of this process is that the individual has access to a comprehensive report that allows them to compare their own perceptions of their work to those of their close associates. Once they have this report, a performance coach will assist them in making any necessary adjustments through a targeted improvement plan.
360 degree feedback has a number of benefits: the insight that employees gain 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 elements make the 360 degree feedback process successful?
There are six of these.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. Each survey carried out should have a connection with the ethos of the business and any specific skills sought and considered necessary for the success of both the business and the individual.
3. All those involved in the rating process are required to attend a 360 orientation. This is where they will learn that 360 is to be used only as a developmental tool and not for performance appraisal. The confidentiality of responses and the process of surveys is to be stressed, reassuring both the "raters" and those being rated.
4. Questionnaires or surveys are filled in. Most of these surveys are filled in online where special encryption software can guarantee the security of the data collection.
5. These surveys are collated into a report, including any comments made verbatim and presented to the individual. The report should be in an easy to read format. Senior management is usually given a group summary report where numeric ratings are tallied to indicate strengths and weaknesses on a group level. This information can then be used to decide upon training initiatives that match the needs of the group.
6. If any coaching has to be completed it is given to those who require it. A good coach stays impartial and is concerned with helpful and realistic goal setting. It is possible for managers to become involved in coaching as it has the ability to reinforce skills that have been attained and guarantees that they remain accountable.
How can this be successfully implemented in your business? The deciding factor is the amount of effort you are willing 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.
So, why do we have 360 degree feedback? This concept has resulted from a need to increase both the frequency and quality of feedback to individual workers. It is more than the usual annual appraisal, where you visit the manager's office to be told what you are doing well and how you can improve.
Historically, it has been the manager's role to provide feedback and, due to increasing workloads, the manager's feedback has been scant at best. What 360 degree feedback does is widen the circle of feedback providers to include peer evaluation, direct reports and self evaluation. The end result of this process is that the individual has access to a comprehensive report that allows them to compare their own perceptions of their work to those of their close associates. Once they have this report, a performance coach will assist them in making any necessary adjustments through a targeted improvement plan.
360 degree feedback has a number of benefits: the insight that employees gain 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 elements make the 360 degree feedback process successful?
There are six of these.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. Each survey carried out should have a connection with the ethos of the business and any specific skills sought and considered necessary for the success of both the business and the individual.
3. All those involved in the rating process are required to attend a 360 orientation. This is where they will learn that 360 is to be used only as a developmental tool and not for performance appraisal. The confidentiality of responses and the process of surveys is to be stressed, reassuring both the "raters" and those being rated.
4. Questionnaires or surveys are filled in. Most of these surveys are filled in online where special encryption software can guarantee the security of the data collection.
5. These surveys are collated into a report, including any comments made verbatim and presented to the individual. The report should be in an easy to read format. Senior management is usually given a group summary report where numeric ratings are tallied to indicate strengths and weaknesses on a group level. This information can then be used to decide upon training initiatives that match the needs of the group.
6. If any coaching has to be completed it is given to those who require it. A good coach stays impartial and is concerned with helpful and realistic goal setting. It is possible for managers to become involved in coaching as it has the ability to reinforce skills that have been attained and guarantees that they remain accountable.
How can this be successfully implemented in your business? The deciding factor is the amount of effort you are willing 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.
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.
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