What is a 360?
The term 360 degree appraisal is taken from an 'all round' view, a complete
circle, comprehensive feedback from all-round perspectives. It is a process of
obtaining structured feedback from a group of individuals that have insight into
how a person operates at work. It is focused on HOW they do their work, not WHAT
they do or achieve.
Why use it?
Performance can be improved or simply sustained as a result of attending to
feedback. If you do something and the feedback is positive you should probably
keep doing it. If you do something and the feedback is negative you might
usefully reassess what you do or how you do it.
The 360-degree feedback process provides information to individuals which is
often unavailable; very few of us go out of our way to provide feedback to
others and we rarely know exactly what others think about what we do. The
process elicits a more comprehensive view of where strengths and areas for
development lie thus informing development planning and future behaviour.
How does it work?
360s feature questionnaires referencing observable behaviours linked to the
target (usually client-specific) Competencies or Values known to contribute to
effective leadership performance and provide the structure and content of the
questionnaire.
A link to complete the questionnaire is sent, via email, to a group of
respondents selected by the participant whose feedback they would value. The
questionnaire sent is the same for all and is also completed by the participant
themselves.
Respondents are asked to rate the participant on each of the behaviours outlined
in the questionnaire using a five-point scale to reflect the strength of
performance perceived by the respondent. This is shown below.
| Score
|
Definition
|
| 0
|
Not enough evidence available to make a judgement
|
| 1
|
Rarely/never does this
|
| 2
|
Occasionally does this
|
| 3
|
Often does this but room for improvement
|
| 4
|
Frequently does this but could still benefit from development in
some areas
|
| 5
|
Consistently does this, an example for others to follow
|
In addition to supplying a numerical rating, respondents can add written
comments to expand on the rating they would give, these might include their view
of the individual or examples to help understanding. Once completed,
questionnaires are submitted for processing and collation into a summary report.
Respondents
The quality of the feedback contained in a 360 report is entirely dependent on
the respondents. Respondents should be selected on the basis of:
- Opportunity to observe the individual at work
- Relevance of their involvement in the individual's work
- A minimum time they have known the individual
It is rare that a respondent's input is worthless or worse still can be
discounted. Where individuals have the option of ‘choosing friends' to complete
it they will know the feedback is likely to be biased. Where individuals have
limited experience working with the individual, even their first impressions may
be useful although they will struggle to deliver meaningful ratings against many
behaviours. In general, the respondent group should represent a cross-section of
work colleagues and client/customers, and will usually include the person’s line
manager.
Apart from the person’s direct line manager, the ratings from all other
respondents are anonymous.
The Report
360-degree feedback reports contain a lot of information, all of which is very
personal whether it be overwhelmingly positive or contains some tough messages.
For this reason individuals will not work through their report alone, but will
do so with the support and guidance of a trained 360° coach.
The report summarises the feedback received without editing or manipulation.
Individuals see the rating against each behaviour given by each
respondent group
and the verbatim comments they have provided. Direct Report, Peer/Colleague and
Customer ratings are amalgamated for confidentiality.
The report is comprehensive but not prescriptive; whilst highlighting strengths
and development areas it does not dictate what should be done as a result, that
is for the individual to decide. After an initial reading of the report and some
reflection, individuals are encouraged to approach their respondents for further
clarification should that be useful.
After the 360
360 is not an end in itself. It is the starting point for informed discussion
about performance and how it can both be sustained and improved. Some
organisations include 360 as part of a more general appraisal and development
process, whilst others link it to particular initiatives such as development
programmes. The overriding responsibility for working with 360 feedback however
always lies with the individual for whom it was completed and it is up to them
to exploit the information it provides.