How does it work?

As its name suggests, 360 degree feedback enables the manager to receive feedback from a variety of sources and angles.

Typically, feedback is received from the sources identified below:

Most traditional appraisal systems require the job holder to undertake some form of self assessment, and Self-Rating is a key element in 360° feedback.

Most people need to work with others at their level, either within the same department or cross-functionally, perhaps as part of project teams. Feedback from peers or Colleagues can be particularly powerful.

Direct Reports are perhaps best placed to observe and give feedback on a manager's leadership skills. The input of Direct Reports is a key element of 360° feedback and plugs a significant gap left by traditional appraisal schemes.

Obviously the person's Line Manager should take part in the feedback process. It may also be worth considering including the feedback of any other senior managers with whom the job holder has regular contact. This can be relevant where the job holder has taken part in projects which are led by someone other than his/her Line Manager.

Alternatives to these typical categories include respondent groups representing Customers, Suppliers (internal and external) and other Stakeholders.

Competencies - We see 360° feedback as a developmental method. The system uses relatively untrained observers to give feedback via questionnaire, so there is a great reliance on the clarity and objectivity of the performance indicators and the rating scale.

Measuring Performance

We use the Iceberg Model above to describe competencies and the process of observation. Whereas development centres can collect observations through simulations and can build a picture of aptitude and personality through tests, there is always the fact that the information is collected away from the workplace. You get objectivity but you cannot be sure of the relevance.

With workplace reviews the feedback is clearly relevant but the fear is that it may be far more subjective. With our approach to 360° review, this subjectivity is much reduced. Our questionnaire design is based on rigorous competency definition and clear-cut rating scales. We use Compass360 to take multiple responses and we can check the reliability and consistency of the data we collect during the course of a project.

The ideal combination is to use 360° feedback prior to a development centre - the feedback report can include all of this useful information, and it gives people much more critical awareness when they are planning their development.

info@compass360.net