360-Degree Feedback

By : Paul Anthony Pascual

360 Degree Feedback

The 360-degree-feedback intervention is a process in which subordinates, superiors, peers, and customers provide feedback to employees.

 The intervention of 360-degreefeedback, or multirater, feedback has its roots in the fields of social psychology and organizational development (OD) The OD building blocks of research and survey feedback provide the historical foundations for all 360-degreefeedbck interventions used in organizations today.

360 Degree Feedback Used

Executive and management coaching Learning and Development Career Counseling Succession planning and development Training needs assessment Training Evaluation Performance appraisal and evaluation

How many individuals should provide feedback?

Multirater interventions are based on the tenet that adequate sampling of those who can provide information and feedback will result in a reliable (consistent) and valid (accurate) picture of a persons job performance.

What competencies should be assessed?

A 360-degree feedback intervention should concentrate on specific competencies related to core business needs or jobspecific skills, knowledge, and abilities.

Who should provide feedback?

The determination of who should provide feedback depends on the purpose of the intervention. Feedback is typically sought from a persons supervisor(s), direct reports, peers, and customers.

How should individuals providing feedback be identified?

Research shows that when an individual rater can be identified, ratings in a 360-degree-feedback intervention tend to be inflated (for example, when used in performance evaluation). However, it might be helpful to the feedback recipient to know which feedback came from his or her supervisor.

 Practitioner who used 360-degree feedback interventions must determine in advance whether the feedback will be completely anonymous or merely confidential. This decision is critical in determining the best way to present and deliver feedback. If the feedback is not presented (qualitatively or quantitatively) in a manner that enhances receptivity and minimizes defensiveness, the entire intervention can be jeopardized.

When to use?
When individual or team behavioral change is required When insight or self-awareness appears lacking When multiple perspectives will provide a holistic picture

When not to use?

When a high level of defensiveness exists on the part of the feedback recipient When individual raters other than the feedback recipients supervisor can be identified (when anonymity cannot be maintained) When the feedback results will be used in a manner other than initially contracted and intended

 When the intervention would be used by practitioners with limited or no training in handling 360degree-feedback In organizational cultures that do not support, reinforce, and encourage open and honest twoway feedback

Thank You