Difference between revisions of "360 Degree Feedback"

Revision as of 10:02, 17 September 2009

360 DEGREE FEEDBACK

Feedback provided by subordinates, peers, co-workers and supervisors, including also feedback from customers and suppliers and self-assessment. 360 degree feedback is also known as "multi-rater" or "multi-source" feedback, since it comes from the people working around the employee. The number "360" is related to the 360 degrees in a circle: the person to be evaluated stays figuratively in the center of it. The person receiving the feedback often uses its results to plan his/her training and development, since it outlines his/her greatest strengths and weaknesses. This kind of feedback usually helps non-managers to be more effective and to understand what areas they should focus on, if they aim to cover a management role. Some organizations also make administrative decisions, such as compensation or promotion, on the basis of the 360 degree feedback. [1]

{{Tool|Developing a 360 Degree Feedback|

Step by Step

1. Define a Competency Model to work from. You can choose an existing model or create a new one, but be careful: it is not worth re-inventing the wheel!
2. Define “the core” of your Competency Model, by determining the aspects that are the same for all employees, no matter their function and level (e.g. aspects related to the mission and vision).
3. Distinguish 3 or 4 vertical levels inside your organization (e.g. Upper – Middle –Lower level).
4. Define competencies which apply to everybody (e.g. “Interpersonal Skills”), but with some differences in the expectations and requirements according to the different levels.
5. Define competencies relevant only at some levels (e.g. “Building Talent” is not a crucial competence for non-manager employees).

Considering different skills at different levels

While developing a 360 degree Feedback that will be addressed to people at different levels, remember that the skills required at a certain level may be different than the skills needed to succeed at the previous level. Below you find some suggestions concerning which skills to consider at the different levels:

Vision, Strategy, Inspiration

• Upper Lever

This area is crucial.

• Middle Level

only some items of this area should be taken into account.

• Lower Level

This area should not be encompassed.

Teambuilding and Relationship Building

• Upper Lever

Many skills belonging to this area should be included at this level. However, it is important to focus on the ability of encouraging cooperation between business units and of establishing partnerships rather than on the skills required at the middle level.

• Middle Level

Skills such as conflict resolution, team management, and the ability of encouraging team effectiveness are crucial at this level.

• Lower Level

Skills such as team working and cooperating should be included at this level.

Task Management and Execution

• Upper Lever

Skills related to achieving results are paramount at this level.

• Middle Level

Many skills of this area should be taken into consideration but the most basic ones should be excluded.

• Lower Level

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