When it is done properly and sensitively, positive or constructive feedback is valued by the majority of people and can be extremely helpful to the company and the individual. However, in spite of the evidence that sustains this argument, people still leave businesses because of the lack of this very feedback, so it could be considered crucial to make sure that your business is able to provide feedback to its employees. To do so is sensible because it enables you to discover the areas in which your employees may need assistance in skills development to in turn increase their productivity.
So, why do we have 360 degree feedback? This concept has resulted from a need to increase both the frequency and quality of feedback to individual workers. It is more than the usual annual appraisal, where you visit the manager's office to be told what you are doing well and how you can improve.
In the past, it has been left to the manager to provide feedback: because of the more complex nature of the managerial role and increased workloads, this task has been neglected. 360 degree feedback allows for an increased amount of feedback through a wider circle of providers and includes peer evaluation, self evaluation and direct reports. At the end of the process, the individual in question will have at their disposal a detailed report that enables them to compare their perceptions of work with those of their peers. Once the report is completed, there is provision for a performance coach to provide guidance regarding any necessary improvement plan.
There are a number of benefits with 360 degree feedback: when individuals have a greater insight into their strengths and weaknesses they are better able to manage their careers as a result of making improvements to interpersonal skills and building upon leadership skills and the employer is able to take advantage of having a highly skilled, experienced team of employees whose productivity and quality of work is high.
What are the main components of a successful 360 degree feedback process?
There are six of these elements.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. Any survey that is conducted should relate to the companies ethos and the competencies that they are looking for, addressing the skills necessary to attain individual and company success.
3. Every member of the team is required to attend a 360 degree orientation. At these training sessions they will be instructed with regards to the fact that 360 is not to be used in performance appraisal, but only as a developmental tool. The importance of confidentiality is stressed to assure those who are being rated and those doing the rating.
4. Questionnaires or surveys are filled in. Most of these surveys are filled in online where special encryption software can guarantee the security of the data collection.
5. Once the surveys are completed, they are collated in the form of a report and given to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. Coaching that is considered necessary for improvements is then given to those requiring it. Impartiality is one of the best qualities of a good coach as is their ability to focus on realistic, useful goal setting. It is also appropriate for managers to adopt the role of coach as it will help to cement any skills gained and guarantee accountability.
So, how can this benefit your organisation? It all depends on how much you are willing to put into the process. The degree of change is directly related to the amount of feedback given and to the level of support that is provided. 360 degree feedback can be a very potent tool to engender the feedback required to make those changes in your organisation.
So, why do we have 360 degree feedback? This concept has resulted from a need to increase both the frequency and quality of feedback to individual workers. It is more than the usual annual appraisal, where you visit the manager's office to be told what you are doing well and how you can improve.
In the past, it has been left to the manager to provide feedback: because of the more complex nature of the managerial role and increased workloads, this task has been neglected. 360 degree feedback allows for an increased amount of feedback through a wider circle of providers and includes peer evaluation, self evaluation and direct reports. At the end of the process, the individual in question will have at their disposal a detailed report that enables them to compare their perceptions of work with those of their peers. Once the report is completed, there is provision for a performance coach to provide guidance regarding any necessary improvement plan.
There are a number of benefits with 360 degree feedback: when individuals have a greater insight into their strengths and weaknesses they are better able to manage their careers as a result of making improvements to interpersonal skills and building upon leadership skills and the employer is able to take advantage of having a highly skilled, experienced team of employees whose productivity and quality of work is high.
What are the main components of a successful 360 degree feedback process?
There are six of these elements.
1. The senior management has to take ownership of the process and be supportive of its realisation. As well, employees have to obtain the necessary skills to be able to provide feedback that is useful. The most important factor is that the managers should be prepared to utilise the skills they have acquired in the provision of coaching if and when it is required.
2. Any survey that is conducted should relate to the companies ethos and the competencies that they are looking for, addressing the skills necessary to attain individual and company success.
3. Every member of the team is required to attend a 360 degree orientation. At these training sessions they will be instructed with regards to the fact that 360 is not to be used in performance appraisal, but only as a developmental tool. The importance of confidentiality is stressed to assure those who are being rated and those doing the rating.
4. Questionnaires or surveys are filled in. Most of these surveys are filled in online where special encryption software can guarantee the security of the data collection.
5. Once the surveys are completed, they are collated in the form of a report and given to the individual. The format of the report should be easily accessible. A group summary report is usually presented to the senior management in which numeric ratings are tallied which reveal strengths and weaknesses within the group. This then provides information that is useful in deciding upon any relevant training activities.
6. Coaching that is considered necessary for improvements is then given to those requiring it. Impartiality is one of the best qualities of a good coach as is their ability to focus on realistic, useful goal setting. It is also appropriate for managers to adopt the role of coach as it will help to cement any skills gained and guarantee accountability.
So, how can this benefit your organisation? It all depends on how much you are willing to put into the process. The degree of change is directly related to the amount of feedback given and to the level of support that is provided. 360 degree feedback can be a very potent tool to engender the feedback required to make those changes in your organisation.
Posts
1 comment:
360 degree feedback is a program in which feedback's are gather by every individuals to understand his or her strengths and weaknesses, 360 degree feedback system.
Post a Comment