Development focus with a 360-degree feedback

Lionel WIJESIRI

In today's changing and volatile world, organisations are continually looking for ways to improve performance and satisfy the demands of all stakeholders. Achieving this almost inevitably involves change, which then becomes the pivotal dynamic for success.

For an organisation to evolve the people working within it will have to adapt; and for this to be successful, they first of all need to know what it is about the way they are currently performing that needs to change.

This is where 360 degree feedback is playing a growing role in organisations through its ability to provide structured, in-depth information about current performance and what will be required of an individual in the future to enable detailed and relevant development plans to be formulated.

Reported statistics on 360-degree use suggest that it has gone from almost unheard of in the 1980s to widespread use in 2010. There are many diverse claims regarding the benefits and impact of 360-degree feedback.

This article presents best practices that can ensure positive impact. These suggestions are based on a review of literature that addresses 360-degree impact and behavioural change.

What is it?

Traditionally, performance review processes have involved an employee receiving feedback from one source, the manager or supervisor. As illustrated elsewhere, 360 degree feedback involves an employee receiving feedback from a variety of sources, which might include staff reporting to the position colleagues and clients. This information is used to identify strengths and development needs.

The 360 degree feedback has a development focus. It is always anonymous, it assesses 'perceptions' and not 'reality' and it is comprehensive and behaviourally focused.

How does it work?

1) 360 degree feedback is normally gathered at the end of the financial year as part of the annual planning and review discussion. It may also be appropriate to get some feedback at the end of a particular project or to coincide with a specific event.

The aim is to target feedback on what is most relevant to the manager given the particular context in which they are working, the manager's goals, the priorities of the company and the work area, any particular matters the manager might be involved in, the manager's career aspirations, anticipated career changes and the particular level of skill that is required in the current job.

2) Feedback can be obtained from a variety of sources including clients, staff, colleagues and immediate supervisor. Sources should be chosen on factors such as their knowledge of the manager's performance, the importance of their relationship with the manager and their ability to provide objective feedback.

3) There is no one best method that covers all circumstances. Rather, the particular methodologies chosen by the HR Division will be dependent upon the scope and breadth of the exercise, the sources of feedback and the context, eg preferences of the individuals involved in the culture in the work place.

How is data gathered?

There will be a series of prompt questions prepared by HR Division seeking qualitative feedback. It may be that five or six questions are e-mailed to a group of colleagues or clients that the manager has worked with on a particular project recently.

Alternatively, the HR representative might choose to visit clients to seek feedback around a series of questions. Performance dimensions can be chosen to suit the circumstances.

For example, feedback might be sought on the extent to which the manager demonstrates a specific behaviour or skill or the extent to which the respondent agrees with a particular statement in relation to the manager.

Feedback should be sought from people internal or external who have a working relationship with the manager.

They should be in a position to have reasonable knowledge about the manager's performance. It is best to choose respondents who feel comfortable with the process and who will be able to provide meaningful feedback.

There may be occasions where it is appropriate to solicit feedback anonymously and or through a third party who might aggregate the information and present it for consideration.

How is the data used?

It is important that the process encourages reflection and self-assessment by the manager concerned and also considers the feedback gained in this way as one part, but only one part, of the available information on performance.

Confidentiality is critical and the process for any transfer of information must be understood by all participants and particularly by individuals providing the feedback.

Information from the 360 degree process may form part of the performance review, but it is not expected that any of the 360 degree documentation be kept on the manager's personal file.

There are a number of benefits of 360-degree feedback.

1) It provides the manager feedback with an opportunity to learn how others perceive them, leading to increased self-awareness, 2) It encourages self-development, 3) It helps increase understanding of the behaviours required to improve both individual and organisational effectiveness, 4) It promotes an open culture where giving and receiving feedback is an accepted norm, 5) It increases communication within an organisation.

However, there is a cautionary note. Not all organizations are "ready" to utilize 360 degree feedback systems or the time it is introduced is not optimum to ensure success. For example, it is not recommended to introduce a 360 degree feedback, 1) If the person participating is very new to the organisation; 2) If there are not enough respondents who truly understand the full scope of the individual's responsibilities; 3) During a time of major change such as just before or after a merger or acquisition; and 4) In an environment where there is a high degree of mistrust.

How often should 360 degree feedback assessments be repeated? Given that people need time to make change, and then time for that change to be seen by others the experts recommend that somewhere between 12 and 18 month intervals are most appropriate.

This allows people to work through their development and action plans to create change.