What is 360 Degree Feedback? - Performance management

What is 360 Degree Feedback? 

360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms.

Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. The 360 feedback system automatically tabulates the results and presents them in a format that helps the feedback recipient create a development plan. Individual responses are always combined with responses from other people in the same rater category (e.g. peer, direct report) in order to preserve anonymity and to give the employee a clear picture of his/her greatest overall strengths and weaknesses.

360 Feedback can also be a useful development tool for people who are not in a management role. Strictly speaking, a "non-manager" 360 assessment is not measuring feedback from 360 degrees since there are no direct reports, but the same principles still apply. 360 Feedback for non-managers is useful to help people be more effective in their current roles, and also to help them understand what areas they should focus on if they want to move into a management role.

In human resources or industrial/organizational psychology, 360-degree feedback, also known as multi-rater feedback, multisource feedback, or multisource assessment, is feedback that comes from all around an employee. "360" refers to the 360 degrees in a circle, with an individual figuratively in the center of the circle. Feedback is provided by subordinates, peers, and supervisors. It also includes a self-assessment and, in some cases, feedback from external sources such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback by their direct reports, or a "traditional performance appraisal," where the employees are most often reviewed only by their managers.

What a 360 Feedback Survey Measures?

1. 360 feedback measures behaviors and competencies
2. 360 assessments provide feedback on how others perceive an employee
3. 360 feedback addresses skills such as listening, planning, and goal-setting
4. A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness

How is 360 Degree Feedback Used? 

Companies typically use a 360 feedback system in one of two ways:

1.    360 Feedback as a Development Tool to help employees recognize strengths and weaknesses and become more effective. When done properly, 360 is highly effective as a development tool. The feedback process gives people an opportunity to provide anonymous feedback to a coworker that they might otherwise be uncomfortable giving. Feedback recipients gain insight into how others perceive them and have an opportunity to adjust behaviors and develop skills that will enable them to excel at their jobs.

2.    360 Feedback as a Performance Appraisal Tool to measure employee performance

Using a 360 degree feedback system for Performance Appraisal is a common practice, but not always a good idea. It is difficult to properly structure a 360 feedback process that creates an atmosphere of trust when you use 360 evaluations to measure performance. Moreover, 360 feedback focuses on behaviors and competencies more than on basic skills, job requirements, and performance objectives. These things are most appropriately addressed by an employee and his/her manager as part of an annual review and performance appraisal process. It is certainly possible and can be beneficial to incorporate 360 feedback into a larger performance management process, but only with clear communication on how the 360 feedback will be used.

What 360 Feedback Surveys do not assess?

1.    360 feedback is not a way to measure employee performance objectives (MBOs)

2.    360 feedback is not a way to determine whether an employee is meeting basic job requirements

3.    360 feedback is not focused on basic technical or job-specific skills

4.    360 feedback should not be used to measure strictly objective things such as attendance, sales quotas, etc.

  

The Check Point 360 Degree Feedback System

The Checkpoint 360º feedback system is a powerful appraisal tool which assesses 18 specific job skills/abilities categorized into 8 leadership and management competencies. It is effective for performance appraisal, management and leadership development. There is a proven relationship between the success of the organization and the leadership skills of its management. Therefore raising the leadership skills and competencies of managers will improve bottom line performance. Ineffective line management is a major factor responsible for low morale. The Checkpoint 360º appraisal system can identify those abilities/competencies which need development. 

The Checkpoint 360º Feedback System is Also Suitable For 180º and 270º Feedback Appraisal.

1. The Checkpoint system
2. Performance factors - competencies
3. Bespoke appraisal
4.The process
5. The report
6. Implementation and follow-up – Skill Builder
7. 180º and 270º feedback appraisal
8. Organizational Management Analysis
9. Guidelines for using 360º feedback appraisal

 360º feedback process provides  a pragmatic follow-up framework – the Skill Builder series to enhance strengths as well as addressing weaknesses and development areas.

The Checkpoint system

The Profiles Check Point 360° competency feedback system is a multi-layer, customizable appraisal process that provides managers and leaders with an opportunity to receive an evaluation of their job performance from the people around them – their boss, their peers, and the people whose work they supervise. From this feedback, managers can compare the opinions of others with their own perceptions, positively identify their strengths, and pinpoint the areas of their job performance that could be improved. Please note that this is a developmental appraisal tool based on performance - click here to see our guidelines. It is used to appraise performance but results should not be used to decide remuneration.

Performance Factors - Competencies
This assessment process is concerned with a manager’s job performance in eight skill clusters and 18 universal competencies, described as follows:

• communication
• listens to others
• processes information
• communicates effectively
• leadership
• instills trust
• provides direction
• delegates responsibility
• adaptability
• adjusts to circumstances
• thinks creatively
• relationships
• builds personal relationships
• facilitates team success
• task management
• works efficiently
• works competently
• production
• take action
• achieves results
• development of others
• cultivates individual talents
• motivates successfully
• personal development
• displays commitment
• seeks improvement

Bespoke appraisal using your own in-house developed management competencies

The Process

Each participant or rater e.g. self, boss, peers and subordinates completes an evaluation, a process that takes about 30 minutes. All participants are guaranteed anonymity except for the 'boss' and 'self' and urged to be honest and objective in their responses. Participants may complete their assignments via the Internet and results from all participants are compiled into a report that is returned to the manager 'boss'. It consists of 70 highly targeted questions and takes approximately 30 minutes to complete. The report does highlight results from any group such as peers or subordinates where an individual's answers are significantly different to the others within that group eg. where someone may have an axe to grind.

Full Color Report

Check Point Reports have comprehensive graphs and charts in color as well as narrative descriptions of the results to help the manager read, understand, and effectively use the data for self-development. They have been developed to present complex data in a meaningful, simple and graphic way. They are structured to appeal to all types of users revealing an increasing level of data page by page. The CEO will appreciate the overview given at the beginning of the report whereas the manager/boss and individual will need to delve into more detail.
The report has a special personal growth section that coaches the manager and helps improve performance in development areas. The Check Point 360° Competency Feedback System is an effective managerial development system that pays big dividends in improved performance.

Implementation And Follow-Up – Skill Builder

Where further development is required, the Skill Builder series provides a framework across each of the 18 management and leadership competencies to enable the individual to develop an effective program to ensure improvements are made. Such improvements can be based on either the individual's strengths or the individual's weaknesses and are directed at one, or at most two of the leadership and management competencies in question.

The chosen Skill Builder competency is carried out with the support and direction of two 'performance coaches'. A performance coach is chosen by the individual ('self') for his/her support as well as his/her experience and knowledge. This can be the 'boss', a peer or anybody else who can provide the time, support and expertise required. Usually the first performance coach is the individuals boss whereas the second performance coach can be a trusted person who has the necessary experience to act effectively as a mentor.

Such a mentor can come from inside or outside the organization. Unlike many courses and seminars, Skill Builder modules are available online and are integrated into a manager's daily tasks. Being self-paced, Skill Builder activities easily fit into a manager's schedule and visibly accelerate effectiveness and efficiency. Once this process has been completed the 360º assessment is carried out again to measure the progress made. This makes the Checkpoint/Skill Builder combination a very effective management tool.

180º and 270º Feedback Appraisal

The Checkpoint system can easily be accommodated to provide either 180 degree or 270 degree feedback appraisals. A '180' is an appraisal between the boss and 'self' which is the person who is being appraised. A '270' is an appraisal between the boss, 'self' and either subordinates or peers.

Organizational Management Analysis (OMA) 

This is a 360 degree feedback system for the entire organization; it is designed to summarize information from all of the Check Point individual feedback reports generated on the group selected. This is usually the senior group of managers and/or the Board of Directors. It alerts top management to potential managerial problems that can develop when managerial goals are not in alignment with the goals and direction of the enterprise.

This information strengthens communications and builds stronger organizations.
An Organizational Management Analysis provides a description of where you are now. This has been described as "the fifth point of the compass". The "fifth point" concept means successful management decisions regarding the direction to take a company must be predicated on knowing where you stand now. False assumptions often lead to wasting time, effort, and resources. The OMA report is a guide to future development based on statistically accurate data. When you know where you are and where you want to go, you can chart your course with confidence and certainty.

The OMA process examines a company's culture and provides insights to the alignment of management groups with the company's goals and objectives. This information is used to analyze the human capital aspects associated with an organization's long-term strategic objectives. The report also provides an analysis of organizational development priorities and defines organizational training needs.

As a CEO, MD or HR Director, ask yourself these questions:

1. Would I benefit from creating a baseline measurement against which to track progress in organizational development activities? 
2. Do my managers and employees share my vision, mission, and values for organizational success? 
3. Do I have a system to measure/quantify management effectiveness? 
4.  Are my internal management practices in alignment with achievement of organizational goals or is there a negative correlation? 
5. Do the behavioral skills of managers contribute to a positive synergistic impact on performance for my company 
6. Am I settling for too little productivity from my management team thus creating a negative profit impact? 
7. If you've answered yes to any of these questions, Organizational Management Analysis can help.

Guidelines For Using 360º Feedback Appraisal

Use 360º feedback appraisal for performance but not where the outcome results in a review of pay or bonus:
1. Identifying the skills, competencies, behaviors and practices needed to successfully achieve goals, outcomes and results.
2. Measure proficiencies in skills, competencies, behaviors and practices.
3. Assess where improvement is needed to achieve desired results
4. Create targeted development plans that increase capabilities and performance
5. Assess what environment will bring out the best results from individuals and teams

Performance Appraisal Where The Outcome Does Influence Remuneration Should Be Used To:

1. Set clear, specific goals
2. Establish measurements to determine outcomes and results
3. Evaluate the degree to which outcomes and results were achieved
4. Determine, based on performance what increase or bonus is due