This guide offers advice on how to ensure your 360 degree feedback programme will lead to behavioural change

1. Business transformation
Organisational effectiveness
Learning & development
Talent and succession
Cultural shift
360 outputs
Individual development planning
Team/project capability
Organisational reporting
What’s the problem?
360 degree feedback that doesn’t lead to behavioural change
isn’t a useful development tool.
This is, though, a familiar challenge and something we’re often
asked about. You need to address the underlying problems in
order to change behaviour, increase capability and ultimately
realise a business benefit.
We’ll share a few ideas with you on how to do this. These
should lead to your 360 participants being more willing and
better equipped to change their behaviour.
How do you solve it?
Clear communication
Your 360 programme needs a clearly-defined purpose which
should align with business objectives:
Why participate? Explain the business objective to
participants and why they’re being asked to take part
What will it measure? Let people know what will be measured
and how it’ll help them (e.g. for development or appraisal)
How will data be used? Let participants know who’ll have
access to results and how the business will use data
Measuringhow,notjustwhat.Explainthatmeasuringhow
objectivesareachievedhelpsmakehighperformancesustainable.
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inspire brilliance
How to: Create behavioural change after 360 Call us on: +44 (0)1932 222700 or visit: etsplc.com
H
ow
to
guide
How to:
Create behavioural
change after 360
Businessstrategy
Workforce capability
Organisational values
Leadership behaviours
Technical skills
Compliance

2. inspire brilliance
Case study
A leading building society we work with has a clear
vision for 360 to help ‘grown their own’ future leaders.
It identifies strengths and development needs, embeds
desired capabilities and prepares participants for more
senior roles.
Motivate participants
You need to motivate participants to act on feedback.
Consider both the intrinsic and extrinsic motivators to change
behaviour.
Intrinsic
Personal development
Motivator: I want to be better at my job and to develop
myself continually.
Career advancement
Motivator: I want to access development opportunities and
career advancement.
Extrinsic
Peer review
Motivator: I want to demonstrate to my peers that I’ve taken
action on feedback.
Manager scorecards
Motivator: I want to be considered for promotion and
favourable pay reviews.
Results focus
You need the right tools and processes to support participants
when giving them their feedback and encouraging them to act
on it.
How to: Create behavioural change after 360
Simple reporting. Give snapshot results in an overview
format. This highlights areas like top and bottom scoring
questions and perception gaps. It helps participants to
identify a manageable number of actions
Guidance on receiving feedback. Offer advice on how
to receive feedback as this can be daunting for participants.
Consider who should deliver the feedback – a coach or
mentor might be useful. You could train managers or HR
teams to coach individuals through their report
Clear developmental advice. Guide participants with
tangible, easy to implement actions. This could be in the
form of 1:1 coaching or development toolkits. It’s important
to encourage them to focus on strengths as well as
development areas.
Case study
We worked with an oil company to develop a ‘follow-up
360’ to aid behaviour change. Participants gave a public
commitment to raters that they will seek to improve in
particular areas. After six months’ observation, raters
give feedback on those areas only.
What next?
To find out more,click on the links below:
► Case studies
► Webinars
► About us
Would you like more help with this?
If you want to talk – either about behaviour change or a
broader 360 or leadership development challenge – please
contact us.
Call us on +44 (0)1932 222700
Or e-mail us at info@etsplc.com
www.etsplc.com
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Call us on: +44 (0)1932 222700 or visit: etsplc.com