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Are You Ready for 360?
Courtesy humanlinks.com
“There is a degree of readiness for 360-feedback programs.
Organizations need to gauge how ready they are for 360. Because 360 is
a powerful diagnostic/assessment process, it can be used in many areas
of human resource development and personnel management. It will raise
questions about how the system will be used and how it will affect
people. Although 360 can benefit all employees, most organizations
don’t make it available to everyone right away. They start with small
groups to become practiced at implementation and to learn how to get
the most value from the experience” (Tom Sullivan, M.P.A., Performance
Management Listserve, February 12, 1999).
Is Your Organization Ready for 360 Degree Feedback?
The question of whether or not your organization is ready for 360
degree feedback is not a simple “yes” or “no” question as it may
appear. That’s because 360 degree feedback is not a thing that can be
packaged and delivered, nor is it a program that can be implemented on
a certain date in time. 360 degree feedback is a process that involves
identification of a “problem” to be solved, analysis of the context
and current atmosphere for problem resolution, commitment of resources
(both monetary and time), and a detailed plan for implementation and
follow-up.
“The process of preparing for 360 is a development journey in itself.
Few organizations that I know of are “ready” for 360 feedback. It is
the “readiness work” that becomes most significant, rather than the
actual 360. I have seen more growth and development in the “journey of
preparing for 360” than I have with the actual 360 process itself”
(Tom Sullivan, Performance Management Listserve, March 17, 1999).
What is 360 Degree Feedback?
“The (360 degree) feedback process...involves collecting perceptions
about a person’s behavior and the impact of that behavior from the
person’s boss or bosses, direct reports, colleagues, fellow members of
project teams, internal and external customers, and suppliers. Other
names for 360 degree feedback are multi-rater feedback, multi-source
feedback, full-circle appraisal, and group performance review” (Lepsinger,
1997, p. 6).
In order for an organization to be ready for effective 360 degree
feedback, a number of questions need to be answered. The effectiveness
of the feedback is directly linked to the integrity of the process,
and the integrity of the process is measured in terms of commitment,
clarity of purpose, and follow-up. A 360 degree feedback team is
recommended for accomplishing a detailed plan to address these issues
prior to implementation.
The Balanced Scorecard
Utilizing the four perspectives of the balanced scorecard as a
framework for examining organizational readiness, the team would
involve themselves in creating a plan which addresses the following:
I. Internal Business Process Perspective
a.Is 360 degree feedback needed to support the implementation of a
corporate strategy or the accomplishment of a corporate goal?
b.What is HR’s and top management’s role in the process?
c.How will employee development plans be created utilizing the
feedback?
d.How will these development plans be utilized to align
behaviors/expectations needed to successfully implement the corporate
strategy or goal identified?
II. Financial Perspective
a. Are sufficient resources available to insure a high integrity 360
degree feedback process?
b. Have funds been budgeted for follow-up activities, such as staff
training?
c. How does the corporate strategy or goal driving the process affect
the bottom line?
III. Customer Perspective
a. What will be the level of customer involvement and representation
in the 360 degree feedback process?
b. How will the corporate strategy or goal driving the process affect
customers’ perceptions of the organization and its products?
IV. Learning Perspective
a. How will individual development needs identified in the process be
addressed?
b. Will supervisors require training in order to address the
identified needs of subordinates?
c. Will HR utilize aggregate data on employee needs to create an
organization-wide development plan?
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