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A 360-degree feedback program can be a powerful performance tool for companies when done right. Find out how to make it a huge success with these 7 highly-effective 360 best practices we’ve compiled for you.
Introduction
Many of us were raised under the idea that we shouldn’t care what other people think about us. Someone doesn’t like your new haircut? Someone differently doesn’t think your new sweater looks great? That’s fine, those opinions don’t really matter. But what if your peer suggested a way for you to improve at your job that you hadn’t realized?
It can be helpful to get this kind of feedback from our peers at work. But to truly get the feedback you need to be successful at your job, one of the best routes to go with is 360- degree feedback.
Many organisations have long encountered the need to update or adapt their current review processes over the past many years. Traditional performance reviews are no longer as effective as they once were, with many employees and managers alike losing faith or sharing their distaste for the usual annual review.
still, one system of performance review that has been gaining popularity in recent years is 360 feedback. But what's it exactly, and how can your organisation benefit from implementing this process?
What's 360 Feedback?
360 feedback is a feedback program that gives managers an overview of what employees are saying about an employee, and what that employee says about the others. This feedback is especially useful as it provides an extensive view of an employee’s performance. The goal is to get feedback from colorful sources about job performance, areas of enhancement, and how much additional coaching and training is required.
Best Practices for 360 Feedback
There's no one- size- fits- all approach when it comes to 360 but here are 7 best practices that companies can follow and benefit from.
1. Organise and Plan Accordingly
360- degree feedback systems can be time- consuming for all parties involved. Planning ahead can significantly reduce a company’s time and money. Keep in mind the goals to achieve, including
- The number of times the employee should be evaluated
- The length of the surveys or questionnaires
- The type of software application used
- The allocation of time and resources for the analysis and follow- up of results
A 360 feedback strategy will never work unless proper planning is in place ahead of time. When that's done, both directors and employees as well as the organisation, as a whole, can see the benefits and improved performance across the board.
2. Choose the Focus Areas for Evaluation
The purpose of 360 is to cultivate and leverage employee development, productivity, and performance. Avoid setting up criteria to address bonus pay structures, correctional conduct, or employee dismissal strategies. Conducting a 360 survey for the wrong reasons will cause employees to feel disconnected and come cautious of opening up.
However, then the questions will differ from those targeting operational effectiveness, If the organisation is focused on ensuring workplace diversity. Know what to target to ensure that the results received will encourage the rest of the organisation to take the process seriously. Other types of feedback can be addressed later.
3. Establish Trust and Credibility with Team Members
Communication is important as the first step of the process. Prior to launching the 360 feedback process, organisations should
- Clearly state the objects to the workers being evaluated.
- Communicate who'll be facilitating the survey.
- Communicate who'll have reading rights.
- Address any anonymity concerns that employees may have.
Clear communication will render greater participation within the brigades. It'll also allow workers to fully embrace the feedback process and be at ease when confiding in the overall process. This will create a positive feedback culture that benefits workers and the company as a whole.
4. Get Leadership and Management Involved
A 360 degree feedback system can be extensive, therefore it's important that the strategy is properly communicated to all parties involved. Once a plan is in place, get buy- in from the senior leadership team and the managers.
Lack of support and belief from the management and leadership teams can have a detrimental effect on the overall efficacy of the learning environment. Leadership should communicate the advantages of the process so that workers can gain trust and realise their efforts are helpful to the process and their personal development.
Learn More: 360 Feedback Best Practices
