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What is 360 degree performance evaluation and how should it be performed?

Study guide




Our judgments are influenced by our views and biases. In order to have a better understanding of the current situation, we need to get feedback from others. 360-degree evaluation is one of the things that can make our vision more complete and, like the rearview mirror, show us places we could not see.

What exactly is 360-degree feedback?

360-degree feedback is the process of getting feedback from other people as well as the direct supervisor of the employee. In routine evaluations, the boss scores the employee based on a number of performance factors. The employee may also have the opportunity to rate himself. Feedback is discussed, goals may be set, and the employee will eventually be hired until next year when the time comes again.

In contrast, in a 360-degree assessment, the employee’s boss, team members, and others who have regular contact with him or her are asked to conduct an anonymous assessment. Some companies select customers who offer points for evaluation. These evaluations are collected and a complete overview of the employee’s performance is obtained.

An outside consultant is sometimes asked to record the employee’s history. Alternatively, someone who is not involved in the feedback or is usually a human resources representative will make the final report. Using this biography report, the employee and supervisor discuss the points made and agree on a plan for progress.

Assessments are delivered in the form of surveys, questions with answers beyond yes and no, or a combination of the two. Survey answers are usually easier to collect data, however, more specific information is likely to be gathered through open-ended questions.

A survey may ask a set of questions related to time management (for example, whether an employee is doing their job on time) and ask the evaluator to answer on a scale of 1 to 5 (1 = never, 2 = rarely). , 3 = usually, 4 = often and 5 = always).

On the other hand, an open-ended question will ask, “Write your opinion about this employee’s ability to manage time.” The evaluator should then explain with concrete examples whether the person has used time management effectively.

Although 360-degree feedback gives you a broad view of an individual’s performance, it is not a panacea for people’s evaluations of the employee. Asking for feedback is always a dangerous prediction. People have their own biases. Multiply these biases by the number of people who have different relationships with the person being evaluated.

With 360-degree feedback about a person or their managers, you receive information from key people who work with or are influenced by them. This information is then gathered into a complete and comprehensive picture. Given that one person may have a limited and sometimes biased view, many people should help to provide a more accurate and complete picture.

360-degree feedback not only helps you get a clearer picture of areas in need of improvement, but also encourages people to work in a team.

However, many managers get nervous after hearing 360-degree feedback and make the following objections:

  • “Do you want my employees to evaluate me?” “I do not think it is the right thing to do.”
  • “It undermines the order of the organization and destroys respect.”
  • “It crystallizes emotions that are better left vague and undefined.”
  • “It causes problems that did not exist before.”
  • “The procedures and paperwork of this process, in which each team member scores another member, are far more time consuming than the amount of profit we make through routine evaluation.”
  • “People give their friends a higher score and use this opportunity to criticize those they do not like.”

Is 360-degree feedback really for you?

It is arguable that 360-degree feedback is not for the faint of heart. This requires a highly confident group management to be able to execute it. One who is aware of the value of hearing good and bad from different perspectives. The overall goal of 360-degree feedback is complete awareness of performance.

In traditional work environments, performance is discussed once a year (if you are lucky) and privately, and one person simply evaluates another person’s performance. However, think about how rich the results of a performance survey would be if it were based on information gathered from all people about the person in question.

Where 360-degree feedback works well is really helpful. And if it does not work well somewhere, it can be catastrophic. There are many prerequisites and steps to implement this feedback that will increase your chances of success. However, none of this will be effective in overcoming opposition to the basic philosophy of 360-degree feedback. If you can agree to “give more power to people,” you can take that feedback seriously. But if for any reason you are not in such a situation, take a look at the program and see if you can use parts of it to improve your current feedback system.

Tip 1:

With a well-designed 360-degree feedback system, the whole evaluation process will be potentially fairer than traditional approaches. This feedback no longer means one person’s opinion of another; Rather, this evaluation now sees performance at the level of a company’s perspective. The concept of exclusion also disappears altogether, and caregivers have more information to design personal development programs for specific behaviors. For this reason, this assessment is a good tool to encourage teamwork and deal with wrong team behaviors.

Determine what you want, however: Some organizations rely on a limited number of employees to succeed because of their unparalleled performance. If this is the case with your organization, it may be best to deal with a certain amount of arrogant behavior. Here the team’s interest is in retreating.

Tip 2:

Different cultures around the world look at 360-degree feedback in different ways. For example, one approach may seem perfectly normal in the United States, but it can cause serious problems in some cautious countries, such as Britain or Japan.

Tip 3:

Other letters include 360-degree feedback, “Multiple feedback with multiple evaluators,” “Complete cycle evaluation,” “Group performance review,” and “Upward feedback.”

Prerequisites for implementing 360-degree feedback

The conditions for using 360-degree feedback within an organization should be carefully analyzed and monitored. Organizational culture is the biggest factor that determines whether 360-degree feedback is effective or not: ‌ Not all organizations are prepared for the honesty and frankness that this perspective provides.

The first thing to ask is, “What is the first goal of implementing 360-degree feedback?” If the main reason for performance appraisal is not enough. A key element of 360-degree evaluation is employee progress. You need to be prepared to use the information gathered to learn and grow.

Here are some questions to consider when evaluating 360-degree feedback:

  • Is there support from the CEO or top managers?
  • Is the organizational culture explicit and honest?
  • Is there enough trust among the members of the organization?
  • Is the management model participatory and mobile?
  • Are employees well aware of their role in the bigger picture?
  • Is employee performance strongly related to the company’s goals?
  • Is there an obligation to guide and facilitate employees to achieve their goals?

Perhaps the most important thing to keep in mind when considering a 360-degree assessment is that it is not a program: it is a process; The process of reforming employees and the organization. The two must work together for this multiple evaluation system to work properly.

360-degree feedback is not a neutral feedback!

An important concept to keep in mind with 360-degree feedback is that this feedback is still personal. Each part of this feedback comes from a human resource with biases, preferences, preconceived notions, and perhaps hidden plans.

What 360-degree feedback does is increase reliability. By increasing the number and sources of feedback, you increase the credibility that similar beliefs are really true and point to a person’s actual behavior. The power of 360-degree feedback is not in the simple collection of diverse ideas, but in hearing similar sounds from different sources.

Design and implementation of a 360-degree feedback system

360-degree evaluations provide a great opportunity for your own analysis, and when combined with a proper and pragmatic development plan, can help create a harmonious, highly productive work environment. There are many companies that use ready-made tools or custom tools to run 360-degree feedback systems. Whether you plan to hire an outside consultant or design a system yourself, there are important aspects to a successful plan that you should consider.

Complete planning

  • Collaborate with senior executives to clarify the goals of the 360-degree process.
  • Establish a 360-degree planning committee to discuss the implementation and coordination of program goals.
  • Specify application policies:
    • Confidentiality.
    • How incorrect or inappropriate feedback is managed.
  • Set appropriate schedules and schedules.
  • Talk at the earliest opportunity about what the program is and how it will be implemented.

Application design

  • Evaluate job descriptions and define key competencies.
  • Consult with staff to get more insight into the positions being evaluated.
  • Determine what kind of survey tool will be used:
    • Scoring scales
    • Open questions
    • Paper or online forms
  • Decide how the process will work:
    • Do employees have the right to know who is receiving the survey?
    • Who will be the scorers? Employees, bosses, co-workers, customers?
    • What is the process schedule?
    • How will polls be returned?
    • Who summarizes the information in the form of a biography?
    • Will polls be shared with employees?
  • Discuss how to design a 360-degree feedback system.

Run the program

  • Hold briefings and explain to all participants and scorers the goals, policies, and processes involved in this feedback.
  • Make sure all managers and supervisors know what to do to facilitate the process.
  • Keep making those connections.
  • Provide support for interpreting and informing employees about feedback.
  • Create employee development plans using direct feedback.
  • Use the information gathered to form organizational development plans based on the training and other identified needs of employees.
  • Use growth and development plans to tailor employee performance, behaviors, and expectations to the organization’s needs and overall strategy.
  • Assess and report on progress or improvements in achieving the organization’s overall goal or strategy.

Monitoring and Evaluation

  • Create a feedback process for the application itself.
  • Make the necessary changes.
  • Transfer the effectiveness and changes made and discuss it.

If you have been purposeful since the beginning of the 360-degree feedback program, you are precisely developing the infrastructure that will provide the guidance and support needed to run the program successfully. Once you have a clear and defined process, the information gathered can be used to develop and grow employees as well as the organization as a whole.

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