How Do We Get To Grips With 360 Degree Evaluation Processes?

 The theme of 360 degree evaluation processes can be involved. Here, we try to make it easier to understand.

In using 360-degree feedback to measure change, the target manager is afforded a rich opportunity to learn about others' observations of the efforts he or she has made to develop. Therefore, the feedback itself should be provided in a flexible way that allows the target manager to learn about his or her development at different levels. 360 degree feedback results should be shared with the employee. It should not be mandatory that the employee share the results with their supervisor. However, you may want to make this an optional part of the performance review of the employee. The insights gleaned from 360 degree feedbacksessions require action. There’s little point to rolling out a time-consuming review session only to ignore the results, right? So from the top of the org chart down, there needs to be a commitment not just to implementing 360 degree Feedback, but also a plan to act on those results. Just as different groups such as peers, reports, managers and customers can see a person in different ways, they are also often very consistent in how they perceive a person. For instance, a person may receive feedback similar feedback from their manager, peers and reports that they are great at public speaking but need to listen more in face to face communication. The 360 degree feedbackprocess provides a mechanism for collecting and representing targeted intelligence. For example, an automated career development process requires the creation of practical career paths. The 360 degree feedbackprocess may create the high-quality performance and skill measures that can be used to differentiate behavior profiles that tend to succeed in various career paths. There may be some insights in 360 feedback which lead to new perspectives that mean you literally see the world differently from that moment on. Many new insights do not fully translate to new behaviours or actions soon enough or for a long enough period for the new habits to get fully installed and in place with reliability. Old habits definitely die hard! A useful and motivating follow-through is therefore key.

360 degree evaluation processes

If the participants in a 360 degree project have a vested interest or ulterior motive, the feedback may be either positively or negatively exaggerated. Psychology research does indicate that anonymity enables people to be more direct or honest, which may not always be accurate or helpful. 360 degree feedbackensures the performance appraisals are accurate and timely. By taking ratings from multiple raters about the subject, there is no room for bias and you get the whole picture of how the employee performs and interacts with others. This helps in analysing strengths and weaknesses and make action oriented plans. This further aids in personal development and improves teamwork. If you want the 360 degree participant to have a positive, supported learning experience then display the data in an order and method that will achieve this flow and experience as best as you can. Go with the journey that the participants’ minds follow. You will only discover this flow by experience and trial and error. Supervisory appraisals are generally time-consuming, and typically both those who give them and those who receive them dislike them. Moreover, they usually don't work; they neither differentiate levels of performance nor motivate employees to improve performance. Supervisors tend to dislike appraisals so much they often avoid doing them completely or put them off as long as possible. Making sense of what is 360 degree feedback eventually allows for personal and organisational performance development.

Personal Experiences

Because 360-degree reviews take place anonymously, they’re a great way to garner honest, unfiltered feedback from multiple sources. They also minimize the potential for conscious or unconscious bias on the part of the employee’s manager. When properly constructed you can deliver a great 360 review process that really helps individuals to develop their professional skills. Always remember that the feedback loop is continuous, and you can improve on every feedback cycle. The 360 will give this technicolour, granular “scan” of perspectives. It will be a key diagnostic in a programme. It will be hugely interesting in this setting – not a thing to be managed and survived in itself. How much easier is that? A way that 360 reviews can help managers is that they give them outside insights into how their direct reports are performing (e.g. feedback from other departments), which can give them a broader view of their employees’ performance. Again, this will provide them with the insights they need to better manage and develop their teams. 360 degree feedbackgives employees a broad picture of their skills, working style and team relationships. It encourages open and honest communication between staff and ensures that feedback is not solely given by the manager. It also helps change employees' perception of their performance, as evaluators often have additional insights that the manager may not have. In this way, it helps provide a more complete and accurate picture of employee performance. Analysis and decision making become easier when an understanding of 360 feedback software is woven into the organisational fabric.

You can always look at the question-level data at any time when you are working through a 360 degree report as this is where the ultimate detail lies. This is where you can see the granularity of what people have said. You can see clearly where there are differences of opinion, or, if there are specific questions with particularly high or how ratings, you can also see open-text feedback referring directly to the specifics if you have this functionality available in your instrument. Meshing your 360 degree feedbackprocess into another process that is designed to develop and shift people means you are likely to automatically generate a new context. This very fact will make it easier for participants to move and be different. In fact, if this other process is inspiring then the whole transformation will likely become more inspiring too and this will help remove the potential resistance as well. There are many pros and cons to using 360 feedback but one important thing to understand is that it’s used to measure an employee’s strength and weaknesses, not their performance. This is why it might not be the best idea to include 360 feedback as part of an annual performance review. If you’re planning to use it, it might just be part of your overall feedback and performance management process. If you follow the best practices, there are several strategic ways to leverage the power of 360 degree assessments - outside of generic individual development. Right from executive coaching to improving team performance, an ideal multi-rater feedback process can be instrumental in driving change across various professional levels. Five important issues should be considered with respect to the use of 360-degree feedback: (1) linking individual with organizational change, (2) mapping the impact of 360-degree feedback, (3) looking at development as a system, (4) managing connectivity inherent in the relationships that define the work that organizations need to get done, and (5) looking at 360-degree feedback both as a means and as an end. These issues can have significant implications for both the practice and research we do with 360-degree feedback. Researching 360 degree feedback system is known to the best first step in determining your requirements and brushing up on your understanding in this area.

360-Degree Feedback As A Tool To Change The Culture

A 360 degree assessment is organized into competencies, and each competency is then defined by a series of behavioral statements. A competency is the combination of knowledge, skills, attitudes, or other characteristics needed for effective job performance. Competencies are measured by designating those behaviors that are vital to each competency. A person’s mastery of a competency is measured by the absence or presence of the associated behaviors. Your data has no value to the organisation if the source is not seen as credible. This leads you to aim to reference well-established sources of research, business schools, Harvard Business Review, etc. You can use well-respected consultants to add credibility to data or diagnostics too. Brand comes in here as useful and you can soon test out which brands will land well with your stakeholders. Involving those who regularly collaborate with the employee in the feedback process, rather than the usual senior managers, provides a panoramic perspective of the employee’s progress, strengths, and weaknesses. Ideally, gathering responses from the surrounding staff will help the employee sharpen every angle of their work performance. Generally, 360 reviews are anonymous and include the people who work closest with the employee to obtain the most relevant and helpful feedback. If the majority of reviewees have not previously participated in 360-degree feedback reviews, it is better to get them familiar with their reports in 1-on-1 meetings to avoid mistakes in the interpretation of the results. Organisations should avoid fear based responses when coming to terms with 360 degree feedback in the workplace.

Some proponents of using 360-degree feedback for appraisal believe that bosses cannot make people change if they don't know what the individual's feedback report looks like and that without the boss's input into the process the individual may choose the "wrong" thing to work on. Employees gain control and understanding of their productivity through 360-degree feedback, improving performance over time in a number of ways. They become aware of blind spots and hidden strengths which leads to greater self-awareness and accountability. We need to recognize that both individual and organizational development are processes, not events. They take time, and they span time. Therefore, our practices need to facilitate this process of growth and change by taking more of a longitudinal perspective. For the practitioner, this means that development activities are designed to be part of an overall process of development that build on one another, rather than separate activities or events that may have little perceived relationship to each other. Check out additional intel appertaining to 360 degree evaluation processes in this Wikipedia page.

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