Hey, I hope you tuned in for today's topic,
360 Degree Feedback, What It Is,
And How It Can Benefit Your Organization.
Let's begin by answering the following question,
what is 360 degree feedback?
360 degree feedback, also called multi-rater,
or multi-source feedback,
is an instrument to get performance ratings
and feedback from subordinates,
peers, customers, suppliers, and supervisors.
The goal of using 360 degree feedback is to get feedback
from different sources about performance
and areas of improvement.
Let's talk about several science-based pros and cons
of using 360 degree feedback.
On the one hand,
360 degree feedback comes with several advantages,
such as the fact that it's a way
to build competitive advantage.
As well as the fact that managers
who receive positive 360 degree feedback,
typically have lower turnover
and higher service quality in their teams.
Last but not least,
another advantage of the 360 degree feedback is the fact
that positive subordinate readings lead
to an increase in satisfaction and engagement,
and a decrease in turnover within the team.
On the other hand, using 360 degree feedback,
as an instrument,
may also include certain setbacks,
such as, one, time and cost.
For example, for a single rating between four
and eight raters may be involved.
Giving feedback is hard and can be a cause of conflict
and uncertainty among team members.
360 degree feedback often focuses on competencies
or skills that may not be in line
with the organizational strategy.
As a result, focuses on behaviors that don't align
with business priorities.
Finally, using the 360 degree feedback may lead
to a lack of follow-up.
Often, the feedback is a one-off,
with no consequence for performance.
Does this mean we should just stop using 360 degree,
feedback instruments all together?
Let's take a look at
a 10 multi-rater feedback best practices.
One, relevant content.
Questions and competencies asked about should be
in line with the values and competencies
that are unique to the organization.
Two, credible data.
Data needs to be accurate and valid.
The subjects should be accountable for the feedback.
For example, by creating follow-ups.
Four, census participation.
For 360 feedback to work, everyone has to participate.
Management has an important role to play here,
there are also a number of more practical considerations.
Five, engage all relevant stakeholders.
Getting buy-in from relevant stakeholders ensures support
from senior decision makers
and participation in the 360 process.
Six, clear communication.
Define how the success of the 360 program will be measured
and clearly communicate this to all relevant stakeholders.
Seven, create urgency and reward.
A 360 survey often gets delayed into oblivion.
Make sure this doesn't happen, for example,
by setting a clear deadline for submission.
Eight, plan follow-ups.
Stimulate the individual employees to take action
and plan official follow-up activities.
Nine, development versus evaluation.
Depending on the goal of the 360,
personal development or performance evaluation,
building a culture of feedback or embedding the 360
in the performance management system will be important.
And finally, ten, integration of goals and competencies.
To improve business performance,
it is important to focus on the evaluation
and the competencies that are important
for the individual's job.
When making 360 degree feedback questions,
try to follow these steps.
One, select the competencies for function
that add most to superior performance.
Two, define three to four behaviors per competency.
And three, end with open feedback.
Now, if you are interested in more details,
concerning 360 degree feedback,
check out our full guide about 360 degree feedback via
the link in the description.
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