A 360 Degree Feedback and Its Implementation

A 360 degree feedback and its implementation

1. Introduction

360 degree feedback, also known as multi-source feedback, was defined by Ward (1997) as "the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders on their performance". Different authors view, who propose definitions of the 360 degree feedback process. "Feedback from multiple sources or '360 degree feedback' is a performance appraisal approach that relies on the input of an employee's superiors, colleagues, subordinates, sometimes customers, suppliers and/or spouses" (Yukl and Lepsinger, 1995). The 360-degree evaluation can help one person be rated from different sides, different people which can give the wider prospective of the employee's competencies (Shrestha, 2007). It is a process in which someone's performance is assessed and feedback is given by a number of people, who may include their manager, subordinates, colleagues and customers. Assessments take the form of rating against various performance dimensions.

360 degree feedback is a tool that gives managers a clear picture of their performance at workplace. Different opinions are gathered from the manager, their staff and their pair being assessed. All views are grouped together to form the clear picture. To accomplish this opinions are express by completion of a questionnaire incorporating different aspects of expected performance factors. Research conducted by Handy, Devine and Heath (1996) found that typically, 360 degree feedback forms part of a self-development or management development program.

2. 360-Degree feedback and appraisal

An important issue to be addressed in development a 360-degree feedback system is whether it should be used purely for development purpose(i.e. identifying learning and development) or whether it should be also or mainly used as part of the appraisal process(contributing to overall ratings and decision on promotion, succession planning, pay or even retention).Research by Warr and Ainsworth (1999) established that 100 percent of the organizations they studied used 360-feedback for development, 50 percent used it as part of performance appraisal and only 7 percent used it for determining pay.

3. Benefits of 360 degree feedback

Based on The Feedback Project (2001) benefits of 360 are:

* Increased employee self-awareness.

* Enhanced understanding of behaviors needed to increase individual and organizational performance.

* The creation of development activities that is more specific to the employee.

* Increased involvement of employees at all levels in the hierarchy.

* Increased devolution of self-development and learning to employees.

4. Advantage of 360 degree feedback

According to Armstrong (2009) 360 degree feedback advantages are:

* Balanced view of individual performance

Feedback from number of people saying the same thing then it cannot be ignored. The 360 approach provides a basis for identifying and discussing different expectations of a person's opinion about the performance.

* More likely to cause behavior change

The evidence from different assessors saying how they are doing, will also identify strengths that can be built on as a means of improving performance even further.

* Expose unique information not captured by other methods

360 degree feedback methods overcome blockages include a reluctance of the team to give negative feedback to a team leader, and a lack of positive feedback from the manager to team members.

* Reliable feedback source for top-level managers

This is a best way for top-level manager to collect a feedback by encouraging team members or peers to give it. The methods of 360 degree feedback are a perfect way to do this.

* Increases understanding performance expectations

The 360 degree feedback is an ideal way to help managers understand team members' skills, particularly in flat or rapidly changing organization structures.

* Powerful lead in to self-directed learning and development

The self-directed learning and development happens is based on real need when faced with evidence of a competency that needs to be developed rather than only an individual's self-perception.

* Brings a competency framework to life

A 360 degree feedback process using questionnaires directly linked to the framework gives the competencies real meaning and they are made directly relevant to people's day-to-day work.

* Provides organization-wide insights

The data from 360 degree feedback on individuals can be gathered together to give a range of cross-group or organization insights. This technique can also be used to check the relevance and suitability of the original competency framework.

5. Disadvantage of 360 degree feedback

According to Armstrong (2009) 360 degree feedback disadvantages are:

* Fear of receiving or giving feedback

Often people do not feel secure giving feedback because negative feedback can affect working relationships and some people do not like receiving feedback because it is too confronting. To overcome these problems the system needs to ensure that people feel safe giving and receiving feedback.

* Questionnaire too rigid and not relevant to job

This problem arises where a standard competency model or psychometric test is used for the questionnaire. It is best to use a customized competency model as the basis for the questionnaire.

* No way to overcome the development gaps exposed

Identifying development needs is impractical if there is no support mechanism in place to deal with them. Each element of the diagnostic must be linked to expert development advice. This should contain behavioral tips for a person to try immediately, coaching advice and planned experiences to help them improve through practice. Organization should also link in all of their standard training and development options.

* A focus on pay or 'appraisal'

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