What is 360° feedback?
In his 1997 book for the IPD, Peter Ward defines 360° feedback as "the systematic collection and feedback of performance data on an individual or group derived from a number of the stakeholders on their performance".
This simply means getting feedback on your performance from your colleagues, your customers and those you report to, rather than discussing your progress with your managers alone. The system is sometimes called 180° feedback, or peer assessment.
How does it work?
Usually, the feedback is collected via a questionnaire, sometimes, but not always, anonymous. It may also be collected from group sessions. The individual can sometimes choose the people who provide feedback, and they may be allowed to keep it private or be required to share it with their managers.
Why do firms need 360° feedback?
Many organisations are finding that the traditional feedback loop, where managers discuss performance with their staff, no longer works. Managers are now managing such diverse teams that they cannot possibly be aware of what everyone is doing, let alone how well they are doing it. Also, the boss is not necessarily the best person to know how you are doing, their judgement may be clouded by other factors or a difficult relationship, so getting a bigger picture is good.
As a consequence, more and more firms are implementing 360° feedback systems to give them a better picture of individual progress and to give staff better quality feedback.
360° feedback gives firms a better picture of individual progress and gives staff better quality feedback
How will I know if my firm is ready for 360° feedback?
An organisation needs to think about how it communicates. If it has open communication systems where people are used to receiving constructive criticism, where people discuss problems openly and share information freely, 360° feedback is likely to be well received.
If, however, its communication processes are closed, or people try to blame each other for mistakes, do not let go of important information, and do not discuss each other's work, it is unlikely that the company is ready for 360° feedback.
Is the process only for foot soldiers or will senior staff be assessed, too?
If an organisation decides to go ahead with 360° feedback, it must ensure that it has the commitment of senior managers – ideally they should go through the process themselves.
How are the results presented?
Many employers bring in people trained specifically in feedback techniques to summarise the information for staff. Others give a written summary and some simply hand over the completed questionnaires. The advantages of using skilled communicators are that they can present the data in a constructive way and help individuals to understand and accept what is being said, and, most importantly, link it with their development needs.
What about confidentiality?
