“The world around us is continually in the process of being created anew.”

--Trust, Jack Gibb



360 Feedback for Performance



Brief History of 360 Feedback



360 Feedback has been in use since 1940 and has evolved to

become a very common tool.



•Early group feedback process from the 1950's called “T-groups" placed

the "subject" on a chair in the middle of a circle, surrounded by a small

group of other participants who would then fire away with their perceptions

on the subject’s style.



•Today most 360's are electronic questionnaires that employees complete

on their managers and provide numerical and qualitative feedback.



•As companies rely more heavily on teamwork, cooperation and

communications to improve productivity, 360 Feedback became a useful

tool.



•Most corporations use 360 Feedback primarily for employee development.



•Some companies are using 360 Feedback for performance appraisal and compensation.



360 pment to Performance

Personal Development

Personal & Organization

Development Assessment & Development

Performance Appraisal 360 Feedback is part of a development event.

Reports are strictly confidential and kept within the scope of training.

Rater selection and follow up is participant driven.



In the last five years an increasing number of organizations have migrated

their 360 Feedback applications from personal development to appraisal

along the following steps.

360 Feedback is part of a development program.

Action plans are to be discussed with manager.

Management receives group reports.

360 Feedback is part of the performanceassessment process.

Group and individual reports are shared with managers.



Rater selection and follow

up is driven by managers.

360 Feedback is specific to position competencies.

Ranking and grading on group and individualscores.

Includes a formal rater selection process, appraisal, and links to compensation.

360 Feedback from Development to Performance Development approach:

• Survey content based on leadership model.

• Individual report is strictly confidential.

• Rater selection up to the individual.

• Emphasis on coaching and development planning.

• Outcome is awareness and dialogue.



Performance approach:

• Survey content based on relevant competencies.

• Individual data is available to managers.

• Rater selection agreed with manager.

• Emphasis on evaluation and performance planning.

• Outcome is informed decision making.

360 Feedback for Performance

The Pros:

• Development Plans and competencies match rewards.

• Evaluation with just the boss is more biased.

• Puts teeth into core competencies.

• Formally starts the assessment process.

• Gives participants a morevalid review.

The Cons:

• Rewards are based on results, not on people’s

skills.

• Peer evaluations can be political.

• Core competencies are a guide for development only.

• May hinder a sincere development process.

• Gives less candid feedback.

to Performance 360 Feedback:

• Soft Skills,



competency assessment.

• Evaluation from people closest to the person.

• Overall 360 rating.

Performance Eval.:

• Hard performance results.

• Evaluation by the person’s boss.

• Performance review score.

Performance Review



360 Feedback for Performance

Recommendations for Success:

1. Ensure sponsor has clear goals and expectations.

2. Build trust through a development process.

3. Conduct a pilot to test the survey instrument.

4. Train participants on the 360 purpose and process.

5. Provide a clear criteria for linking 360 feedback with the appraisal and compensation reviews.

6. Ensure compliance and follow-up.

7. Provide coaching resources for skill development.