Strategically Develop a 360

Feedback Process

Maximize 360 feedback effectiveness through purposeful planning and

implementation.

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Executive Summary McLean & Company Insight
A 360 feedback assessment is more than just a plug-and-play assessment. A clear definition of its
purpose supported by a strategic roadmap is required to maximize the benefits to both employee
development and organizational goals.

Situation • Employees work with many different people both inside and outside their organization, yet often only receive feedback
from one person – their manager. Without a 360 feedback assessment, employees lack access to a holistic and valuable
view of their behavior from multiple perspectives.
• Some organizations use 360s for performance-based decisions, which often backfires, leading to negative
consequences including a culture of mistrust, skewed feedback, and legal issues.

Complication • Poor feedback skills result in raters providing feedback that is vague and inaccurate and ratees being unable to interpret
and respond to the feedback effectively.
• Lack of follow-through by ratees negates the purpose of the process, making the entire assessment a waste of time and
resources.
Solution • Thoughtfully design and implement the 360 feedback process for developmental purposes to overcome common
obstacles and realize employee and organizational benefits such as retention and engagement.
• Evaluate if the organization has foundational elements in place and is culturally ready for 360s to ensure they have a
positive impact on employee development.
• Provide sufficient training so ratees and raters understand the purpose, their role, and how to provide and interpret
relevant feedback.
• Ensure ratees create an employee development plan, have the opportunity for targeted learning and development, and
receive the support they need to address feedback.
McLean & Company | 2
 A 360 feedback assessment provides individuals with a holistic
view of their behavior
360 Feedback Assessment 360 Feedback VS. Crowdsourced Feedback (CSF)
360 feedback is the process of aggregating • A formal, long-term process focusing on • An ad hoc survey, meeting, or email (one-off
multiple raters’ observations and perceptions of future development, often involving multiple or ongoing), that is backward looking with
an employee’s proficiency in specific 360s to track developmental progress. immediate action.
competencies and job expectations for
• For developmental purposes. • Often used for performance reviews and
developmental purposes. This is usually tracked
• Feedback is on set competencies or recognition.
over time by executing follow-up 360s,
enabling more targeted individual development behaviors. • Feedback can be on anything; for example, job
plans. • Feedback is from multiple sources (internal or expectations, a project, or team goals.
external) who can observe the competencies, • Feedback from multiple sources (internal and
Other names: 360 feedback is also referred to
including the ratee’s manager. external) except the ratee’s manager.
as multi-rater feedback, multisource
feedback, or multisource assessments. • Feedback goes to the employee; the • CSF always goes to an employee’s manager; the
employee decides if the manager sees the employee receiving the feedback is optional.
feedback.
360 feedback often has the following elements:
Purpose defines the link to Competencies reflect the role-specific
Participants normally involve an employee’s knowledge, skills, and attributes that are most
employee/leadership
manager, direct reports, and peers as well as a self- important to the success of the 360 participant.
development and outlines the
evaluation. In some cases, 360 feedback can also They are described by behavioral statements
integration into other HR
come from internal or external clients of the that are the foundation of the assessment
programs (e.g. high-potential
employee or the skip-level manager. questions.
program). McLean & Company | 3
However, when used incorrectly, 360 feedback assessments can do
more harm than good
It's tempting to use 360s for performance-based decisions:
Promotion and McLean & Company does not
Performance appraisals and succession planning Program entry decisions recommend 360s as inputs for
compensation decisions decisions performance-based decisions. This
Managers don’t always have Feedback from 360s can Using 360 feedback can provide insight blueprint guides the implementation of 360
enough information to evaluate help make the case for into whether an employee exhibits the feedback for employee development
performance or to make informed promotion or succession required competencies to enter a purposes.
compensation decisions. plans with key program, for example, a high-potential
stakeholders. program.
McLean & Company Insight
Using a 360 feedback assessment for performance-based decisions (e.g. compensation or promotions) is risky as it creates a culture of mistrust. It’s hard
to rebuild a culture of trust once broken, impacting both the quality and sincerity of the feedback gathered.

Don’t use 360s for reasons other than development or face unintended consequences, such as:
Culture of mistrust Skewed feedback Survey fatigue
Ratees are more likely to resist the 360 feedback process for Ratees may overtly or A 360 feedback assessment is resource intensive,
fear of negative outcomes, rather than leveraging it. Raters are unconsciously put pressure requiring a significant time commitment from both
likely to avoid providing constructive criticism for fear of on raters to skew feedback, raters and ratees. Going through the assessment and
retaliation. or raters may skew feedback then not getting the promotion, pay increase, etc., can be
Legal issues to help or hinder the rated viewed as a waste of time for all involved. Without a
There is potential for legal challenges if anonymous feedback is employee based on their clear benefit for both raters and ratees, the value of the
used to justify performance-related terminations or to withhold relationship. assessment feedback is lost.
promotions. McLean & Company | 4
Neuroscience further emphasizes the risks of using 360 feedback
for performance reasons
The SCARF model contains the main factors that can activate a reward or threat response in common workplace situations. 360 feedback used for
performance-based decisions alone can trigger a threat response in participants.

STATUS CERTAINTY AUTONOMY RELATEDNESS FAIRNESS

Social standing in Being able to Sense of control Being a part of a Perceived equity in
relation to others predict what will over one’s social group – treatment
happen next environment friend or foe
Giving peers who are in direct Uncertainty around how Sending the assessment 360 feedback used for Giving colleagues such a large
competition with an employee the feedback will impact results straight to an performance sets employees role in making performance-
the power to impact the employee’s chances at employee’s manager up to perceive managers, based decisions may be
performance-based decisions increased compensation without allowing the peers, and direct reports perceived as unfair. Personal
decreases the employee’s or promotion leads to
employee to decide whether as foes: colleagues are there relationships and biases may
sense of reputation and fear and distrust of the
or not they want to share to judge you and impact be seen as skewing the
connection with their team.  process. them decreases their sense your future at the process. This decreases trust
of agency. organization. This can make and empathy toward
See McLean & Company’s Neuroscience and HR blueprint for more information it more difficult to colleagues.
about building neuro-friendly HR practices.
collaborate effectively. (Rock)
Using 360 feedback for developmental purposes reduces this threat response in participants. McLean & Company | 5
Use 360 feedback to enable targeted employee development and
realize organizational benefits
McLean & Company recommends using 360 feedback exclusively
360s used for development improve…
for employee development to:
• Increase feedback integrity. Retention
• Prevent employee discomfort and mistrust.
• Improve the effectiveness of targeted individual 35% 39%
development.
of new employees cite of employees leave
360 feedback helps employees create a comprehensive development plan development opportunities as organizations due to lack of
that: one of the most important factors career-related skills
Improves self-awareness: Uncovering multiple perspectives in accepting a new position development (Source: McLean &
helps employees see where their self-perception differs from (Source: McLean & Company New Company Exit Database, 2020;
what others observe, helping to identify unknown strengths and Hire Database, 2020; N=33,138). N=22,224).
Thoughtfully implemented 360 feedback helps close this gap in employee expectations
opportunity areas. and increase retention.
Minimizes bias: Collecting feedback from a variety of diverse
sources helps minimize bias that can be present from a single Engagement
source. 360 feedback supports key engagement drivers including:
Targets key behaviors: The assessment can be customized to the • Learning and development by providing employees with targeted
most relevant competencies and behaviors to ensure individuals feedback in key development areas.
of employees
are whodevelopment
focusing their underwent the
on 360 Feedback
areas process
that are most saw
important. • Co-worker and manager relationships by providing a channel for
an increase in their average behavior ratings year over
71% year, indicating the successful targeted development of key
peer-to-peer and upward feedback and supporting a feedback culture.
(McLean Engagement Report)
behaviors.
McLean & Company | 6
(Source: McLean & Company 360 Feedback Database, 2018-2020; N=5,646)
Overcome obstacles to establishing an effective process through
thoughtful implementation
• McLean & Company provides an easily customizable assessment tool that can be used in a self-service manner by HR,
No
No tool
tool to
to employees, and raters.
gather
gather • Prior to using the tool, ensure required elements are in place (e.g. competencies) and strategically plan the rest of the process to
feedback
feedback
help achieve a smooth implementation.

• Assess the organization’s culture of trust and feedback maturity, to help predict and prepare for the general receptiveness of
Lack
Lack of
of employees and build the communications and training to be used during implementation.
employee
employee • Clearly articulate the purpose of the 360 feedback assessment, reassure employees of its confidentiality, and reiterate the
buy-in
buy-in
developmental purpose of the feedback to help gain buy-in.

of employees report they have withheld

49% • Avoid the negative impacts of poor feedback skills with proper training on
Lack the truth when giving feedback because
Lack of
of giving and receiving feedback using practical and tactical techniques.
feedback they felt uncomfortable.
feedback skills
skills • Use McLean & Company’s training decks to train ratees and raters prior to
of employees have left jobs after
17% assessment launch to ensure feedback is valuable and interpreted correctly.
receiving negative(Source:
feedback.
Joblist, 2019; N=1,032)

• Often after feedback is collected, there is little follow through by the

1 in 4 exiting employees cite lack of employee on their development due to a lack of support from their
No
No follow
follow support from their manager as a managers.
through
through contributing factor for them leaving • Tie the 360 feedback process to development planning and train
(Source: McLean & Company Exit Database, 2020;
N=22,224). managers to support and coach their direct reports for development. This is
critical to ensuring employees act upon their results and feel supported.
Leverage McLean & Company’s assessment tool and strategic roadmap to avoid these obstacles. McLean & Company | 7
Use McLean & Company’s 360 Feedback tool when conducting
360s
Leverage McLean & Company’s 360 Feedback for an
easy-to-use and straightforward experience.

McLean & Company | 8

Set a 360 feedback assessment up for success with a strategic
roadmap for implementation

McLean & Company Insight

“
The 360 Feedback process needs to be executed flawlessly. It can't
be something that's done off the side of your desk – you need to be A 360 feedback assessment is more than just a plug-and-play assessment. A
extremely planful in your approach.

– Simon Blunden, VP of People & Culture, GroupHEALTH Benefit

” clear definition of its purpose supported by a strategic roadmap is required to
maximize the benefits to both employee development and organizational
goals.
Solutions McLean & Company | 9
Follow McLean & Company’s four-step model to design a strategic
360 feedback process

2. Define scope and

1. Prepare for 360 design the
feedback assessment

3. Plan for 4. Interpret and use

assessment feedback
launch effectively

McLean & Company | 10

Step 1 After completing this step you
will have:
Prepare for 360 feedback Confirmed foundational elements
are in place.
• Defined the purpose of the 360
feedback assessment.

2. Define scope and

design the assessment
1. Prepare for 360
feedback

3. Plan for 4. Interpret and use

assessment launch feedback effectively

McLean & Company | 11

Confirm foundational elements are in place before moving
forward
Use tab 2 of McLean & Company’s 360 Feedback Process Workbook to
complete a current state assessment of each of these elements in the
following slides.

Feedback maturity Culture of

Competencies
trust

Competencies are the building
blocks of the questions within the
360 feedback assessment. Employee
behavior cannot be assessed in a 360
feedback assessment without them.
Feedback maturity impacts raters’
readiness to give feedback that is
constructive and valuable and the ratee’s
ability to receive and act on the feedback
effectively.
The level of trust employees have in the
organization, the 360 feedback process,
and each other dictates their willingness
to give honest and accurate feedback.

McLean & Company | 12

 Ensure competencies exist and are well-defined to support the
success of 360 feedback
• Competencies encompass the knowledge, skills, and attributes that define the behaviors an employee must exhibit to perform
What are competencies? well in their job.
• Competency frameworks define the critical behaviors for all roles within an organization and consist of core, leadership, and
functional competencies.
Why use competencies in 360 feedback
assessments?
• To provide focus on required behaviors and
create insights into individual strengths and
opportunities for development against these
behaviors.
• To help ensure objectivity and consistency
across raters and provide better data reliability.
• To target feedback against a role-specific level
of competency proficiency both quantitatively,
through a numeric rating, and qualitatively,
through open-ended questions aimed at
recommendations for improvement.
• To ensure feedback and subsequent
development is targeted at behaviors, not just
skills or knowledge.
Complete the relevant checklist questions in
tab 2 of the 360 Feedback Process Workbook
to help determine readiness.
Every competency has three main parts:
• Title: A word or phrase that sums up the competency (e.g. “Customer Focus”).
• Short descriptor: A brief description that sets the general scope or boundaries of the competency,
including key concepts (e.g. “Considers, prioritizes, and takes action on the needs of both internal and
external customers.”).
• Proficiency levels: Detailed statements describing what a competency looks like when it is performed
by a person on the job. They describe observable behaviors or “behavior indicators.” Each proficiency
level can be mapped to a role. For example, for Customer Focus, an entry-level employee may be
expected to demonstrate Level 1 proficiency while an executive is expected to demonstrate Level 4
proficiency.Caution: Do not continue if you do not have competencies.
They are critical to the design of the 360 feedback assessment. Each question in the
assessment is built from a behavior-based proficiency statement and employees are rated
on their demonstration of these behaviors. Ensure employees are familiar with the
competencies they are being rated on to prevent any surprises and negative reactions from
ratees.
Leverage your existing competency framework or use McLean & Company’s blueprint
Develop a Comprehensive Competency Framework and associated pre-written
competencies to create one.
McLean & Company | 13
Examine the organization’s feedback maturity and evaluate
readiness
Why is feedback maturity important for 360 feedback assessments?
Maturity, openness, and skill in giving and receiving individual feedback at all levels makes for a more robust 360 feedback process. If employees are less
skilled in or unaccustomed to giving and receiving feedback, the feedback given may not be valuable or ratees may react defensively and reject the data.

Review past 360 implementations (if

Assess existing feedback loops Analyze engagement survey data
applicable)

If 360s were previously implemented, evaluate
their success and identify obstacles. Ask:
• How were they received by ratees and
raters?
• What was the average completion rate?
• Did raters provide valuable feedback?
• Did ratees act on the feedback received?
• What was it used for (e.g. performance,
development)?
Ask:
• Are 1:1s occurring regularly?
• Is feedback given in multiple
directions (top-down, bottom-up,
across)?
• Is crowdsourced feedback currently
used (e.g. after project completion or
for recognition)?
• Is feedback collected in other forms?
If using McLean & Company’s Engagement Survey, look
at scores for the following questions:
• My manager provides me with high-quality feedback.
• The executive leadership team acts on employee
feedback.
• My department’s executive leader acts on employee
feedback.
• I am encouraged to pursue career development
activities.

If the above data suggests the organization has a mature feedback culture, proceed freely. If the data suggests there is room to improve the feedback
culture, continue to build this culture in tandem with the 360 rollout, paying special attention to the communication of the assessment and the training
of ratees and raters.
Use McLean & Company’s
McLean & Company Insight Foster Effective Feedback Skills training to help
Don't let the lack of a mature feedback culture prevent you from build a feedback culture.
Document findings and complete the relevant
leveraging 360 feedback. Feedback skills can be taught with thoughtful checklist questions in tab 2 of the
training and regular practice. 360 Feedback Process Workbook. McLean & Company | 14
Assess organizational trust to identify obstacles to honest feedback

Why is a culture of trust important for 360 feedback?

The likelihood of active, honest participation increases when ratees and raters trust that the feedback will be confidential and will not have negative
consequences. If raters are afraid of retribution from the ratee or are cynical about how or whether the data will be actioned, the chance of honest
feedback is greatly reduced.
What elements contribute to organizational trust?
• Employees feel a sense of psychological safety with their peers, direct manager, and senior managers.
• Constructive feedback (useful opinions and advice that can be leveraged to improve proficiency) is given and well-received by everyone.
• Giving constructive feedback is valued by employees at all levels.

Evaluate these elements by reviewing engagement and exit data

If using McLean & Company’s Engagement Survey, review scores for the following questions:If using McLean & Company’s Exit Survey, review scores
• I trust my manager for:
• Lack of trust in the executive leadership team
• I trust the members of the executive leadership team • Trust in my manager
• I trust my department’s executive leader • Feedback from my manager
• My manager provides me with high-quality feedback

If this foundational element could be improved, use McLean & Company’s Equip Managers to Lead Through Informed Trust and Accountability
training deck to continue to build a culture of trust as the 360 process is developed.
Document findings and complete the relevant
Even if there isn't a culture of trust organization-wide, there may be specific groups or departments that
checklist questions in tab 2 of the
have a culture conducive to 360s. If this is the case, proceed with the specific group or department instead.
360 Feedback Process Workbook to confirm
how to proceed. McLean & Company | 15
Define the purpose of the 360 feedback assessment and confirm with
process sponsor(s)
McLean & Company recommends using 360 feedback for development purposes
Meet with the executive sponsor(s) and relevant HR program owners
only. Within the overarching purpose for development, determine what specific before creating the process. Communicate the following to gain their buy-
aspects are in scope. in:
• Introduce the what and why of the 360 feedback assessment.
What HR programs will it be integrated with or inform?
• Highlight how 360 feedback will help achieve organizational
For example:
goals.
• Leadership development program
• Executive coaching • Clarify the purpose and how the data will be used. Reinforce
• High-potential program that this is being used for development purposes only.
• Ad hoc employee development • Explain how robust development plans will ensure results are
How will the feedback be used? acted upon.
• By employees for creating development plans to excel in their
• Emphasize the importance of confidentiality in the process to
current role
maintain trust with participants and preserve the integrity of the
• By employees for creating development plans to grow into a future
assessment.
role
• By HR to identify trends and opportunities for new development • Ensure senior leadership knows their role as sponsors of the
Willprograms
the aggregated data report offered by McLean & Company be 360 feedback assessment.
leveraged? • Ensure that leadership is committed to ongoing development
• If feedback is only for use by individual employees, this is not
before proceeding with 360 feedback assessment design and
necessary. implementation.
• Data aggregation of all reports is necessary to:
o Identify general trends in strengths and opportunities among • Gather information, where possible, to inform scope in Step 2
ratees. (e.g. organizational capacity for this process).
Document the finalized purpose in tab 3
o Inform the creation of new programs to meet common of the 360 Feedback Process Workbook. McLean & Company | 16
developmental needs among the ratee group.
Step 2 After completing this step you will
have:
Define scope and design the assessment • Determined a target population for
the 360 feedback process and
outlined criteria to participate.
• Selected the competencies and
proficiency levels for each ratee
group that will be administered in
1. Prepare for 360 the assessment.
feedback 2. Define scope and
design the assessment • Determined the cadence and
frequency of the assessment.
• Outlined the rater selection and
approval process.
• Scoped the role of the debriefer and
coach.
3. Plan for 4. Interpret and use
assessment launch feedback effectively • Clarified stakeholder
accountabilities.
• Designed the 360 feedback
assessment.
• Set goals and metrics that are
linked to the purpose.McLean & Company | 17
Determine target population and criteria for participation

Implementing an Select participants for the 360 feedback process: Optional: Select a pilot segment
effective 360 • Leaders set the tone for the organization. Going through a 360 feedback Pilot the 360 feedback assessment if
feedback process process heightens their awareness of the required competencies for their role organizational readiness isn’t where it needs to
and how they are perceived against those competencies by different rater be or there is a need to test the process before
takes significant groups. For new processes, start with a small pilot group of leaders to test rolling it out to all participants (e.g. new to the
effort − focus on effectiveness. 360 process).
From the identified participants for the 360
the leadership • Key non-management employees may be included in the 360 feedback
feedback process, select a segment such as
team and key process as part of a development program (e.g. high-potential employees).
department/function, job family, role, business
employees. • Employees who are interested in 360 feedback for their individual unit, or location. For example, a pilot segment
development purposes and their manager and/or HR determine it is needed could be all senior leaders.
and resources allow.
Note: There may be multiple ratee groups.
Record target population and criteria to
Outline criteria to participate participate in tab 3 of the
Minimum number of working 360 Feedback Process Workbook.
Time in role Interest in participating
relationships Ad hoc scenarios
• McLean & Company • 360 feedback is best received • Employees who work in relative
by those who want to • Outline additional scenarios for
recommends that an isolation or who don’t have regular
participate. While some participation that don’t fall under the
employee has been in their working interactions with at least three
programs may encourage other criteria. For example, only allow
role for at least six months individuals in each of the rater groups
employees outside of identified participant
before participating, to ensure participation (e.g. management should not participate. Otherwise, the
development), no one should be groups to request the 360 if their manager
meaningful feedback can be value of 360 feedback will be
forced to participate. or HR nominates them. McLean & Company | 18
given. diminished.
Select competencies that will be used to collect feedback to achieve
the purpose
1 3
Select Select proficiency For each ratee group that will be assessed.
For each ratee group that will be assessed.
competencies levels
Once the competencies are confirmed, depending on the purpose, determine whether
Leverage your competency framework or McLean & Company’s
the ratee will be evaluated against their current or target role (e.g. 360 for current
competencies to select the relevant competencies for each ratee
role development vs. 360 for a high-potential program). Work with the department
group being assessed. As a rule of thumb, do not assess the ratee
leads and/or program owners to select the appropriate target proficiency level for
on all the competencies in the framework (minimum 3,
each role:
Proficiency
maximum 8). Focus only on the ones that the organization wants to Competency Behavior Description
be developed, that fulfill the purpose from Step 1, to avoid survey level
fatigue. Level 1 Baseline behaviors
• Furthermore, for each competency include 3-5 behavior
statements. If there are more than eight competencies, Level 2 Practical application of the behaviors
minimize survey fatigue by minimizing the number of behavior Role models, coaches, and influences demonstration of the
Level 3
2 statements.
Confirm
competencies
Get sign-off from senior leadership.
Level 4
behaviors
Envisions and innovates the next generation of the behaviors
Get sign-off from senior leadership on the list of competencies to be
McLean & Company Insight
assessed.
• Ensure senior leadership is aware of what exactly is being
The problem with including too many competencies is two-fold: the raters will be
evaluated and how the competencies link back to the purpose of
overwhelmed and ratees won’t be able to target development. Narrow the focus to
the 360 feedback process.
the competencies that are most instrumental to an employee’s success in their
Record competencies and proficiency levels for each ratee role or future role and that drive organizational outcomes.
group in tab 3 of the 360 Feedback Process Workbook.
McLean & Company | 19
Determine the cadence and frequency at which the assessment will
be administered
Determine cadence Determine frequency
Administration timing: Select a time or timeline during which the assessment will be administered. Each organization is unique and the
Timing will be informed by organizational context and cadence. For example, do not administer the organizational context, capacity, and purpose
assessment when: inform the frequency of administration. For
• Large volumes of new staff have been hired or promotions have recently occurred. example, if the purpose is for a high-potential
• A major reorganization has occurred and the culture is unstable. program, administer the 360 at the beginning
• It’s performance review time. Avoid any association of the 360 assessment with performance-based and end of the program to measure development
Administration format: Select the format that minimizes the risk of survey fatigue and aligns with progress.
decisions.
the purpose and the capacity available to administer the assessment. For example, the number of
360s in circulation will impact survey fatigue, so if a rater has to complete three 360s in two weeks In general, administering the assessment should
there’s the risk of diluting the quality of the feedback or not completing the assessment at all. not be a one-off. To get the most value from the
Cohort-based: Administer the assessment in waves based on cohorts. When possible, start with a pilot. assessment, administer it at least twice to be
For example, administer the assessment for a pilot of senior leaders and then three months later able to compare changes in behavior.
administer the assessment for another cohort (e.g. managers), and so on.
• Use this format if there is consistency in the purpose for multiple groups of individuals (e.g. if the McLean & Company recommends
assessment will be used to inform the development of a group of high-potentials or executive administering the 360 every 12-18 months.
leaders). This gives the recipient enough time to act upon
Individual: Administer the assessment in waves, administering for one individual at a time.
feedback and see the impact of their
• Use this format if there are multiple individuals who have the same raters and survey fatigue for development.
those raters is the primary concern. Record the assessment administration
All-together: Administer the assessment all at once. timeline, format, and frequency in tab 4
of the 360 Feedback Process Workbook.
• Use this format if there is only a small group of ratees receiving the assessment and a diverse set of
raters, where survey fatigue won’t be an issue. McLean & Company | 20
Outline the rater selection and approval process
Selection criteria
Have ratees choose their own raters, as they know who will be best
suited to provide feedback. Provide criteria to help them determine
potential raters.
Use criteria to help ensure the 360 feedback assessment is sent
to a diverse rater group in terms of role, seniority, and
identity characteristics, confirming feedback represents
diverse perspectives.
Sample criteria
 The rater must interact with the employee frequently enough
(or they have worked together long enough) to be able to
provide a meaningful assessment. Sometimes an entire rater
group (e.g. peers) may not fit this criteria, so they should not be
included as it will create confusion for them.
 The rater is a credible source of information and they’ve spent
enough time (minimum six months) with the employee to
accurately assess them.
 Each category of rater includes individuals who have had both
positive and challenging relationships with the employee, so
ratings are not skewed either positively or negatively.
 The rater is available to participate and is not already involved
in multiple other 360s.
Target number
Establish a target number of raters (ideally10-20) to ensure that data collection
is manageable while increasing the likelihood of meeting the raters per category
threshold.
• Invite a minimum (4) raters per category, who aren’t the direct
supervisor/manger, to guarantee confidentiality and the ability to view each
category within the report.
Approval process
Determine who will sign off (e.g. manager or HRBP) on the rater list
compiled by the employee, to ensure diverse perspectives are being captured.
• It is critical that the 360 feedback assessment administrator ensures no
rater receives more than 3-4 requests for feedback at any one time to
avoid survey fatigue.
• While raters should be highly encouraged to participate, only the direct
manager is mandated to do so. Otherwise, there is a higher risk of
insincere or invaluable feedback due to raters who are still suspicious of the
process or just don’t have the time to invest in providing constructive
feedback.
Document selection criteria, target number of raters, and the approval
process in tab 4 of 360 Feedback Process Workbook.
McLean & Company | 21

Scope the role of
the debriefer and
coach
Outline the debriefer and coach
roles in tab 4 of the
360 Feedback Process Workbook.
Use McLean & Company’s
360 Feedback Debrief Guide to
provide debriefers with the
resources they need to conduct the
debriefs.
Debriefer
Debriefer role
role
Acts as an impartial third-party facilitator who guides the ratee’s understanding of the report
and helps them develop a realistic perception of the feedback and identify specific
development areas.
Select a debriefer
Avoid using debriefers who are the
Outline expectations
Typical debriefer expectations include
ratee’s manager or a rater, if possible.
Often HR or an external vendor (e.g.
attending training on debriefing, debriefing
the results, and in some cases working with
McLean & Company) will conduct the
debriefs.
the ratee to interpret the results and identify
Identify training needs: Based on the debriefer’sthemes.
ability and capacity, identify training
needs. If debriefs are being done internally, plan to train the debriefer before the
assessment closes.
Coach
Coach role
role
Acts as a facilitator for the ratee’s development, helps them identify development themes and
build their development plan, and coaches the ratee to achieve their plan.
Outline expectations
Select a coach
Depending on available resources, this Typical coaching expectations include attending
could be a coach within the training on coaching, helping the ratee interpret
organization, the ratee’s manager, or an their results and identify themes for
external coaching service. development, building a development plan, and
ongoing coaching.
Identify training needs: Based on the coach’s ability and capacity, identify training needs
and schedule training with enough time to begin coaching post-assessment.
McLean & Company | 22
Clarify stakeholder roles and Set up the assessment
accountabilities Use all the decisions in this step and
McLean & Company
Determine each stakeholder’s involvement in the process. slides 2-4 in the
offers:
Stakeholder accountabilities will vary based on capacity, • Assessment scope and set-up
360 Feedback Assessment User Guid
ability, resources, and relationship with the ratee. For e
• Launch logistics
example, the debriefer should be a third-party facilitator •
to set up McLean & Company’s 360
Debriefing
(e.g. HR or external vendor) who doesn’t have any conflict • Leadership development
Feedback tool.
of interest (e.g. close working relationship or involvement programs
as a rater). • Training for raters and ratees
Sample responsibilities
HR HR business partners Managers
Owns 360 process creation and is Facilitates the 360 feedback process, Attends a quick training
responsible for process design, approval of raters, debriefing (if on rating and facilitates
iteration, and rollout, including they are not a rater), development coaching and
training, debriefing, employee planning, and communications. development
development, and conversations as
communications. required. Work directly with a McLean &
Senior leadership Ratee Rater
Company analyst for a
Attends a quick training on the Attends a quick training on being a Attends a quick training
process and champions the 360 ratee, receives feedback, owns their on being a rater and
demonstration of the system and
feedback process and its development, and schedules provides honest and how to customize settings to meet
purpose. coaching sessions with their valuable feedback on the the unique needs of your
manager. ratee. organization.
Record stakeholder roles and accountabilities in tab 4 of the 360 Feedback Process Workbook. McLean & Company | 23
Set goals and
metrics that are
linked to the
purpose
Align goals with the 360 purpose and
decision points in Step 2 by answering the
following questions:
• How will a 360 feedback process benefit our
organization? What needs is the 360
feedback assessment filling?
• What specific challenges can we address or
organizational goals can we meet with the
360 feedback process?
• What value does a 360 feedback process
provide to our employees?
• What does a successful 360 feedback process
look like?
Share goals and metrics with senior leadership.
Track metrics related to the 360 goals to measure success and identify areas requiring
improvement.
Sample goals Sample metrics
Improve leadership pipeline
by increasing internal
•
•
Higher ratings in leadership competencies
Percent of development goals achieved
management promotions by
15% within five years
•
•
Leadership development program completion rate
Promotion rate of 360 ratees
• Number of reported coaching conversations
Foster a feedback culture by
• Percentage of employees who have received training and
increasing number of
development on coaching and feedback skills
coaching conversations by
• Number of created and completed individual development
10% by Q4
plans
• Change in 360 ratings of inclusion competency year over year
Increase inclusivity at the • Engagement scores on inclusion survey questions, including
organization within three factors such as differences being valued and a sense of
years belonging
• Exit survey results
• Cost per leadership hire
Reduce total employment
• Cost of turnover
costs within two years.
• Total employment costs
Note: Including diversity, equity, and inclusion (DEI) goals and metrics is most effective if
there's an existing DEI strategy. Be intentional about adding DEI goals and metrics,
otherwise it risks being perceived by employees as a "token" goal, as there aren't any DEI
initiatives to support these goals.
Document goals and metrics in tab 5 of the 360 Feedback Process Workbook.
McLean & Company | 24
Step 3 After completing this step you will
have:
Plan for assessment launch • Planned high-level
communications.
• Determined logistics for training.

• Delivered ratee and rater training.

2. Define scope and • Launched the assessment.

1. Prepare for 360
design the assessment
feedback

4. Interpret and use

feedback effectively
3. Plan for
assessment launch

McLean & Company | 25

Share the purpose and general principles of the 360 feedback
process with ratees and raters
Key principles to communicate High-level
High-level rollout
rollout plan
plan
Purpose Confidentiality • Share the purpose of the 360 with ratees and
raters through a meeting or email introducing
Communicate the reason the assessment was initiated Ensure employees know feedback will be the process. Have the executive or department
and reiterate the purpose is for development. Refer compiled by a third party and kept lead sponsor introduce the process.
back to the purpose on tab 3 of the 360 Feedback confidential. If there are fewer than three • If the 360 feedback assessment is part of a
Process Workbook to frame communications. raters per category, results will be grouped larger development effort that has separate
into the other category (with the exception of training sessions scheduled, integrate 360
Reinforce this is specifically for development and
the manager category). training into a relevant session.
will not impact any performance-based decisions.
Raters are more likely to give honest feedback and • Host training sessions for raters and ratees
“What’s in it for me”
ratees will be more receptive to feedback if they using the advice and resources in this step.
believe it will not directly affect employee rewards or Ratees: valuable, actionable, and robust Creating a short webinar allows employees to
performance ratings. developmental feedback from multiple listen and learn on their own time.
Highlight the organization’s commitment to sources. • Ensure employees know they have an HR
development by explaining how follow-up will be Raters: a new feedback channel that contact to follow up with if they have any
conducted and what supports will be available (e.g. provides a safe space to give feedback to questions.
coaching). When employees can see how development colleagues. This is especially beneficial for
will be supported, they are more likely to buy into the sideways or upward feedback that can Use McLean & Company’s
intentionMcLean
of the process.
& Company Insight otherwise be difficult to give. Internal Communications Plan to help
plan communications.
Weave the purpose of the 360 feedback assessment throughout all communications. Emphasizing the
developmental focus as much as possible will help gain buy-in and ensure feedback is useful and honest. McLean & Company | 26
Determine training logistics for ratees and raters
Who
Who
Who will facilitate the training?
• Internal: Look internally for a facilitator with
experience and skill in delivering training.
• External: Don’t have the staff or time to
facilitate the training internally? Contact your
McLean & Company account manager to find
out how we can facilitate for you.
Who will participate in the training?
• Train all raters and ratees on their respective roles
in the 360 feedback process.
• Hold separate training sessions for ratees and
raters, ideally with no more than 30 people per
session.
o Ensure selected raters have been informed of
their upcoming involvement in this process
(either by HR or the ratee) prior to reaching
out about training.
McLean & Company Insight
Maximize the quality of the data collected by training raters on giving feedback and ratees
on receiving it. The more accurate, honest, and specific the feedback, the more benefit it
will provide.
When
When
When will the training be held?
• Facilitate training sessions 1-2 weeks in advance of the assessment launch.
• If employees are assigned to sessions based on seniority, train the most senior employees
first.
• If the assessment is being administered in waves, determine whether to align training
with assessment cadence or facilitate training all at once at initial assessment launch.
o Do not provide training too far in advance. If assessment waves are several
months apart, it is better to align training to the waves so it is top of mind for
participants.
How
How
How will this training be provided?
• Classroom training: Live sessions (virtual or in-person) allow for more interaction but
are more resource intensive.
• Webinar: Pre-recorded sessions give participants flexibility in their schedules and
require fewer facilitation resources. However, it is critical to ensure there is still a
communication channel for participants to ask questions.
Record decisions in tab 6 of the
360 Feedback Process Workboo
k
McLean & Company | 27
.
Train ratees on key aspects of the 360
feedback process
How an employee approaches their raters can set the tone for the entire 360 feedback process.
Approaching raters

• Explain to employees that a personal approach, asking the rater for their time and feedback,
will likely gain more participation and commitment than if the initial request is simply sent
via the online tool.
• The employee must close the loop at the end of the process to thank the rater for their
feedback and depending on the culture of the organization, even share a high-level Use the
development plan or next steps. Training Deck: Train Ratees on th
Provide employees with an email template (see Appendix I) to get them started on e 360 Feedback Process
approaching raters for feedback. for those receiving feedback.
This training deck will help ratees
The way an employee receives feedback is integral to how effectively they use it. Employees must understand:
be open to feedback for the 360 assessment to be impactful. • The benefits of 360 feedback
Receiving feedback

• Reiterate that 360 feedback is for employees’ personal and professional development and all • How to select raters
feedback is useful for identifying areas for improvement. • How to ask for feedback
• Emphasize that identifying strengths to leverage is just as important as uncovering opportunity • How to use the assessment tool
areas.
• Closing the loop with raters
• Prepare them for feedback by emphasizing that the anonymous approach may reveal some
surprises, but most feedback will be in line with what the employee already suspects about
themselves.
• Reiterate the importance of not trying to investigate who said what to maintain rater anonymity. McLean & Company | 28
• Let employees know it’s okay to disagree with feedback, but remind them there is value in
Train raters on providing practical and
accurate feedback
Ratings
Ratings
Familiarize raters with the descriptions for each competency and review proficiency
Competencies levels.
• Behaviorally anchored descriptions or examples for each proficiency level will
assist raters in making accurate assessments.
• Review the rating scale with raters to ensure everyone is using it similarly.
Rating scale Use the
• The target proficiency level for each role will be pre-populated in the tool. Each
Training Deck: Train Raters on t
rater will rate the extent they have consistently observed the behavior from the he 360 Feedback Process
ratee. for those giving feedback.
Comments
Comments This training deck will help raters
understand:
The purpose behind gathering feedback is to improve competencies. Numerical ratings are useful, but
• The benefits of 360 feedback
specific recommendations help the employee take their development plan to the next level.
• How to give useful feedback
Instruct raters to word comments carefully to help employees understand the ratings and gain a clear
• Common rating biases and how to
picture of how to improve. Advise ratees to:
minimize them
• Detail what should be done and why it is important using direct, non-judgmental language.
• Be specific. Link comments and recommendations to individual behaviors. • How to use the assessment tool
Provide raters with a copy of the deck
• Be balanced. Provide recommendations on how to leverage strengths and how to improve in opportunity (or key slides) after the training session,
areas. Be upfront with raters that the recommendations and to refer back to when they complete the
! answers to open-ended questions will be compiled
verbatim.
assessment.
McLean & Company | 29
Educate ratees and raters about biases to mitigate their impact on
giving feedback
Occurs when an employee performs particularly well (or See the
Halo/Horns poorly) in one area and is rated or rates themselves Biases and Heuristics Catal
Effect correspondingly high or low in all other areas. og
for more information.
Occurs when a rater wants to avoid being negative or fears repercussions, so they score
Leniency employees or themself higher than is accurate.
Biases Effect
create skewed The more characteristics a rater shares with an employee, such as age, gender, and work values,
the more favorably the rater will tend to assess that employee’s behavior.
feedback reports and Personal Some individuals tend to perceive their own behavior overly positively while others tend to be
self-assessments Bias harsher on themselves and may rate themselves overly negatively.

Occurs when the rater believes a specific rating will lead to a desired outcome, positive or
Purpose
negative, for the employee or will help avoid an undesired negative outcome for themself.
Effect
Occurs when a rater weighs recent behavior too heavily, as opposed to assessing the average
Recency
behavior over the entire evaluation period.
Effect
Providing education on these biases may help individuals improve their
awareness of their own biases but will not eliminate bias on its own. Use the Train Ratees and
Help mitigate the impact of bias through training on competencies, Train Raters on the 360 Feedback Process training decks to
proficiency levels, and the rating scale being used to keep the process as mitigate bias.
objective as possible.

McLean & Company | 30

Launch the assessment

Use slides 5-6 of the 360 Feedback Assessment User Guide to

launch the assessment and collect feedback.

• Invite users to participate in the 360 Feedback assessment.

• Allow raters two weeks to complete their feedback reviews.
• Instruct ratees to send out a reminder email to raters a few
days before the assessment closes.
• If is an insufficient number of responses (less than 3 per rater
group) or the manager has not responded by the deadline, wait
to close the assessment and have the rater send out another
reminder email.

Note: Be sure to make any necessary changes to the organization’s

firewall or anti-spam filters to ensure these invitations reach their
intended recipients and allow them to access the website. Include
the following addresses as safe sender:
survey@mcleanco.com and donotreply@mcleanco.com.

McLean & Company | 31

Step 4 After completing this step you will
have:
Interpret and use feedback effectively • Prepared to conduct results
debriefing.
• Helped facilitate the interpretation
of results and creation of
development plans.
2. Define scope and • Planned for ongoing coaching.
1. Prepare for 360
design the assessment
feedback • Ensured raters are acknowledged
for their feedback.
• Used the aggregate 360 Feedback
report to contribute to the learning
and development needs analysis.
• Reviewed the process and iterated.
3. Plan for
assessment launch 4. Interpret and use
feedback effectively

McLean & Company | 32

Prepare to conduct results debriefing

Confirm the debriefers Prepare training on debriefs, if done internally

McLean & Company highly recommends the debriefing of results, as it impacts Use McLean & Company’s 360 Feedback Debrief Guide to
the effectiveness of employee development. Without the support and guidance provide debriefers with the resources they need to conduct
of a debriefer, results can be misinterpreted and skewed by biases. Refer to the debriefs.
stakeholder accountabilities for who is going to be responsible for the debriefings This guide includes
(McLean & Company, HRBPs, etc.) to determine how best to support them. advice on:
Identify specific people as debriefers and confirm their ability to participate in the How to prepare for the debrief
process. • Provides debriefers with the process
and what to prepare before the
Determine results sharing and debrief timeline
debrief.
When will the debrief occur? Will results be shared pre-debrief or during How to conduct the debrief
the debrief? • Outlines the debrief process and key
Establish how long after the points to focus on.
assessment is closed that the McLean & Company recommends if the • Indicates common pitfalls and tips
ratees will receive their results are shared pre-debrief, share them only to help keep employees on track and
debrief. Ensure there is one day in advance to avoid rumination open to feedback.
enough time for debriefers to without guidance. How to plan for next steps
be trained and to prepare for Record results sharing and debrief timeline • Outlines clear next steps: will there
the debriefs, ideally before in tab 6 of the be coaching, what is HR’s role, what
assessment launch. 360 Feedback Process Workbook. are the expectations of the ratee, and
what are the timelines.
McLean & Company | 33
Facilitate the interpretation of feedback and creation of a
development plan
The value and impact of 360s is contingent on
how effectively ratees follow through on the
feedback given. Providing the resources and
training necessary for interpretating feedback
empowers ratees to own and act on their results
and subsequent development.
Support ratees as they interpret the results and create a development plan:
Customize McLean & Company’s
McLean & Company Insight
360 Feedback Interpretation and Development
Post-debrief, allow ratees to own feedback Plan Job Aid for ratees to use.
and determine what to share and how to
share it with their manager. This is key to
ratees being more receptive to feedback.

Interpreting results Creating a development plan

Ratees will: Hold ratees accountable for using feedback to create and
• Determine strengths. implement a development plan by sharing feedback themes
• Determine opportunity areas. with their manager. See the next slide for more on ongoing
• Pinpoint differences in coaching.
perceptions amongst rater groups.
Ratees will:
The debriefer or coach, in a one-on- • Review areas of strength and opportunity.
one or small group session, assists the • Create development goals to achieve within a set time This job aid includes:
ratee with interpreting their frame. • How to interpret results
feedback and identifying key • Select development methods to achieve development • How to use results to create a development
development themes. goals. plan
• Outline manager support requirements. • How to plan for next steps
Use McLean & Company’s 360 Feedback Interpretation and Development Plan Job Aid and
Worksheet to support ratees as they go through this process. McLean & Company | 34
Plan for ongoing Refer to stakeholder accountabilities in Step 2 and work with either the appointed coach
or manager to prepare for ongoing coaching.
coaching Set expectations
• What does coaching involve? What ongoing support does the ratee need and how will this
differ from a manager’s regular expectations, if applicable?
Coaching is key to supporting the 360 • Who is accountable for booking coaching meetings?
process. • For example, the employee and their manager, if applicable, build in regular touch points to
It enables ratees to see the full picture of discuss the progress of the development plan as part of their regular 1:1s.
their feedback and offers the support
needed to realize their development
plans. It also holds ratees accountable Set frequency and cadence
for their development with frequent • How often should ratees meet with coaches?
coaching meetings and managers
accountable for supporting the ratee (if
• When do the meetings occur (e.g. aligning coaching meetings with upcoming opportunities
to demonstrate development)?
applicable).
Record coaching expectations,
frequency, and cadence in tab 6 of
the
360 Feedback Process Workbook. Plan for training
• Do coaches have the capability to effectively coach ratees? If not, plan for training.

“ Feedback is wasted unless • What tools and resources are available to support coaching?
people can see how to use it. Use McLean & Company’s

− Tosti & Addison ” Train Managers to Coach Employees for High Performance and Development to equip
managers with coaching skills.
McLean & Company | 35
Ensure raters are acknowledged for their feedback
McLean & Company recommends closing the loop with all raters, especially direct reports, to thank them for
their feedback. McLean & Company Insight
Acknowledging raters for their feedback
Decide on the level of transparency for acknowledgement and empower employees to close the loop with isn’t enough to show them their
raters. feedback is valuable. Go beyond words,
• Thank raters for their feedback. Additionally, ratees can choose to share feedback themes or their demonstrate action through
development plan. development and transparency about
•Acknowledgment Acknowledgment
Transparency can increase as comfort level and follow-up on development
with the process increases. the development plan.

Use when: Increased transparency helps to hold the ratee accountable to

• The process is run for the first time.

• Employees are reluctant to share
their feedback and development
plans.
• Culture of trust is lower.
Example:
A manager sent an email thanking
their raters after receiving their first
360 report, despite receiving
“
their development plan and receive ongoing feedback to help Despite other cultural
attain their goals.
differences, there seems to
Some employees will find asking specific rater groups for be no country in the world
additional feedback difficult, depending on their relationships with
the raters and level of trust.
where
co-workers think, ‘I love it
Use when: when you ask me for my
• The process is well entrenched.
• Employees are comfortable sharing feedback and development feedback and then ignore

”
challenging feedback. plans. me.’
For rater appreciation email • Culture of trust is very high.
templates, see Appendix II.
Example: – Goldsmith & Morgan
A CEO posted his feedback report online for the entire organization McLean & Company | 36

to see.
Use the aggregate report as an input
to learning and development needs
analysis
360s are about individual development, but there is an opportunity
to identify development trends that could impact learning and
development initiatives.
• Reach out to your McLean & Company account manager to receive an
aggregated 360 Feedback report (i.e. all individual results aggregated).
• View gaps (highlighted in red) between overall self-ratings versus raters
to uncover trends within the ratee group. In conjunction, review overall
competencies scores within the organization to identify any low scoring
areas that can be used to inform future learning and development
initiatives.
• See which competencies the ratees are consistently demonstrating or
exceeding expectations (highlighted in green) to identify trends within
the ratee group. Employees consistently demonstrating or exceeding in
certain competencies can coach other employees struggling with those
competencies.

McLean & Company | 37

Review the 360 process to assess
effectiveness and iterate
Review the following::

Process:
• Is the process achieving the purpose of the 360 assessment (e.g. identify focus
development areas for leadership development program)?
• Refer to goals and metrics from Step 2 to evaluate the effectiveness of the 360 process. McLean & Company Insight
• Reflect on whether the frequency and cadence aligned with rater and ratee capacity. 360s are time and resource intensive;
therefore, reviewing effectiveness is
Training: critical to understanding the return on
• Reach out to ratees and raters for feedback on the training. Review the training and assess investment. Looking at effectiveness in
for thoroughness and any gaps that need to be filled. the context of the purpose will clearly
highlight if the process is achieving its
Development: intended goals. If not, ensure iteration is
• Measure the effectiveness of development by monitoring the change in ratings of the happening to achieve the ROI.
identified 360 competencies year over year and other metrics set in Step 2.
• Consult with ratees after completing the process to receive feedback on the development
opportunities offered and gather suggestions for modifications.

Based on the evaluation above, iterate the process as needed to ensure the purpose is clear and
being achieved.

McLean & Company | 38

Appendix I: Sample Rater Request Templates
Provide this email template to ratees to help them ask for feedback from their colleagues for their 360 feedback assessment. 

Instruct ratees to use this template by replacing the text in dark grey with information customized to themself and their raters. When complete, delete all introductory or example
text and convert all remaining text to black prior to distribution. 

Dear <Rater>,

As you are a key stakeholder of mine, I would like your input into my professional development.

Please take 20-30 minutes to provide your feedback into which competencies and behaviors I perform effectively and which ones I may need
to work on. I want to assure you that I am open to all types of feedback and your candid participation is greatly appreciated.

The feedback is being collected by a third party and will be compiled anonymously. I will never see your specific ratings; however, your
comments will be provided verbatim.

I look forward to your input into my development.

This assessment will be open until end of day <date>.

Thank you for your time.

Sincerely,
<Your name>

McLean & Company | 39

Appendix II: Sample Rater Appreciation Templates
Provide this email template to ratees to help them acknowledge and thank their colleagues for their feedback.

Instruct ratees to use this template by replacing the text in dark grey with information customized to themself and their raters. When complete, delete all introductory or example
text and convert all remaining text to black prior to distribution. 

Feedback acknowledgement template Feedback acknowledgment and follow-up template

Dear <Rater>,

Dear <Rater>, Thank you for providing me with feedback as part of the 360 feedback process. I
appreciate the time and effort you took to complete the assessment and look forward to
Thank you for providing me with feedback as part of building on the strengths you have helped me identify:
the 360 feedback process. I appreciate the time and • Strength 1
effort you took to complete the assessment and look • Strength 2
forward to building on the strengths you have helped
me identify and improving in my areas of opportunity. In addition, I am committed to improving in my areas of opportunity:
• Opportunity 1
Any additional feedback you have for me is greatly • Opportunity 2
appreciated. Thanks again for your valuable input.
Any additional feedback you have for me is greatly appreciated. Thanks again for your
Sincerely, valuable input.
<Your name>
Sincerely,
<Your name>

McLean & Company | 40

Key insights

Insight 1 Insight 2 Insight 3

A 360 feedback assessment is more than just a
plug-and-play assessment. A clear definition
of its purpose supported by a strategic roadmap
is required to maximize the benefits to both
employee development and organizational
goals.
Using a 360 feedback assessment for
performance-based decisions (e.g. compensation
or promotions) is risky as it creates a culture of
mistrust. It’s hard to rebuild a culture of trust
once broken, impacting both the quality and
sincerity of the feedback gathered.
Maximize the quality of the data
collected by training raters on giving
feedback and ratees on receiving it.
The more accurate, honest, and
specific the feedback, the more
benefit it will provide.

Insight 4 Insight 5 Insight 6

Post-debrief, allow ratees to
own feedback and determine
what to share and how to share
it with their manager. This is
key to ratees being more
receptive to feedback.
Acknowledging raters for their feedback
isn’t enough to show them their feedback is
valuable. Go beyond words, demonstrate
action through development and transparency
about the development plan.
360s are time and resource intensive; therefore, reviewing
effectiveness is critical to understanding the return on
investment. Looking at effectiveness in the context of the
purpose will clearly highlight if the process is achieving its
intended goals. If not, ensure iteration is happening to
achieve the ROI.

McLean & Company | 41


Leverage Feedback
to Drive
Performance
Identify impactful initiatives
using our diagnostic programs to
collect feedback from
employees, stakeholders, and the
HR team.
Optimize the HR Department for Success
HR Stakeholder Management Survey
Align HR initiatives with business strategy and stakeholder needs.
HR Management & Governance
Improve HR’s core functions and drive project success.
Improve Employee Experience and HR Processes
Pandemic Engagement Pulse Check
Assess the effect of pandemic response plans on employee engagement.
New Hire Survey
Ensure recruiting and onboarding programs are effective by surveying new employees.
Employee Engagement
Move beyond measuring job satisfaction with a comprehensive view of engagement.
McLean Employee Experience Monitor
Evolve to leader-driven engagement with a real-time dashboard and results.
Employee Exit Survey
Understand why people leave the organization in order to proactively retain top talent.
360 Feedback
Empower employees with a holistic view of their performance to prioritize development.
View our diagnostic programs for more information.
McLean & Company | 42
 London, ON
About Corporate Headquarters
345 Ridout Street North
McLean & Company is a research and advisory firm providing practical solutions to human
London, Ontario, N6A 2N8
resources challenges via executable research, tools, and advice that have a clear and measurable
impact on your business.

Our research team uses a rigorous research process to identify and hone best practices; create
Toronto, ON
practical tools, templates, and policies; and supply clients with the insight and guidance of our 888 Yonge Street
subject matter experts. McLean & Company applies this proven research approach to both human Toronto, Ontario, M4W 2J2
resources and company management teams, creating complete solutions that supply the tools you
need to get each project done right.

McLean & Company analysts bring real-world experience to the table and apply their knowledge
Las Vegas, NV
to solving the challenges faced by our clients on a daily basis. This process is informed by the 3960 Howard Hughes
participation of a client base that includes over 30,000 members and by an evolving client-driven Parkway,
research agenda.
Suite 500
McLean & Company is a division of Info-Tech Research Group Inc. Las Vegas, NV, USA, 89169
Sydney, Australia
Contact Us Level 1, 127 Blues Point Road
mcleanco.com McMahons Point, NSW,
North America: 1-888-670-8889 International: +1-519-936-2659 Australia
2060
McLean & Company | 43
McLean & Company offers various levels of
support to best suit your needs

Guided Implementation
DIY Toolkit Workshop Consulting
“Our team has already made this “Our team knows that we need to “We need to hit the ground “Our team does not have the time
critical project a priority, and we fix a process, but we need running and get this project or the knowledge to take this
have the time and capability, but assistance to determine where to kicked off immediately. Our project on. We need assistance
some guidance along the way focus. Some check-ins along the team has the ability to take this through the entirety of this
would be helpful.”  way would help keep us on over once we get a framework project.”
track.” and strategy in place.”

Diagnostics and consistent frameworks are used throughout all four options.

McLean & Company | 44

Research Contributors and
Experts
Lisa Almond
Leadership Development & Culture
Specialist
Town of Cochrane
Dr. Leanne Atwater
Professor of Leadership &
Organizational Behavior
C.T. Bauer College of Business,
University of Houston
Chelsea Hutton Amanda Matejicek Dr. Maury Periperl
HR Generalist Co-Creator Professor of Leadership & Strategic
Chance
Microstrategy People in Business Inc.
International Institute for
Management Development
Mari Iromoto Sofia Marcogliese Fabiola Teodoro
Consultant in Innovation & HR Specialist Head of Human Resources
Leadership Development
TC Transcontinental Yusen Logistics do Brasil

Simon Blunden Richard Lepsinger Jill Morrison Anonymous

VP of People & Culture President Senior HR Manager
GroupHEALTH Benefit Solutions OnPoint Consulting North America, Microstrategy

Jamie Einarson Faith Lewis Sue Mortlock

Manager of People Solutions Senior Learning Consultant & Head of Board Development
Business Partner
Noventis Credit Union NHS Institute for Innovation and McLean & Company | 45
University of Tennessee Systems Improvement
Works Cited
Goldsmith, M. and H. Morgan. “Leadership Is a Contact Sport: The ‘Follow-up Factor’ in Management Development.” Marshall Goldsmith, 2004.
Accessed 30 Mar. 2021.

“Feedback on the Job.” Joblist, 7 Oct. 2019. Accessed 30 Mar. 2021.

Rock, David. “SCARF: A Brain-Based Model for Collaborating With and Influencing Others.” NeuroLeadership Journal, 2008. Web.

Tosti, D. and R. Addison. “360-Degree Feedback: Going Around in Circles?” Performance Improvement Journal, 2009. Accessed 30 Mar. 2021.

McLean & Company | 46

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