1. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
42
360 DEGREE FEED-FORWARD PROCESS – A CASE STUDY
Dr. V. K. JAIN
Associate Professor & Head
Dept. of Commerce, G M N College, AmbalaCantt, Haryana (India)
(Affiliated to Kurukshetra University, Kurukshetra)
ABSTRACT
‘We can change the future but we cannot change the past’. All the organizations seem to
focus on acquisition and development of top quality talent and the organizations spend a lot for
developing good quality talent but with little achievement. Despite all efforts and with all the
knowledge of talent development practices, there is still a gap between our knowledge to develop
talent and our ability to do it in exact terms. Although a number of talent development practices
including coaching, performance feedback, 360o
appraisal, talent reviews are used by managers but
there they all speak about the past. Feed forward is a process that helps people to focus on a positive
future, not a failed past. Feed forward disseminates ideas on how the people can be even more
successful in future rather than reminding them of their failed past and can thus increase their
chances of getting success.This paper is an attempt to develop an understanding as to how the
organizations can develop talent we actually need to develop for the organization through Feed
Forward Process.
Keywords: Feedback, Feed Froward, Talent Development, Performance Appraisal, Touch Points,
Coach.
INTRODUCTION
“If we know our Performance, then only we can Excel”. In an organization, every
individual contributes towards the achievement of organizational goals. Employees put in their
maximum efforts and apply their competencies to the fullest. However, they focus more on certain
aspects of the job tasks in comparison to others as they consider them to be highly significant. Let us
understand the situation with the help of an example.
There is a general saying that ‘an owl has a perfect vision’ as it can turn his head 180
degrees left to 180 degrees right. It simply conveys to a common man that the owl can look at his
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Volume 5, Issue 4, April (2014), pp. 42-49
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2. International Journal of Management (IJM), ISSN 0976
Volume 5, Issue 4, April (2014), pp.
surroundings up to 360 degrees without moving from his place. Is it true?
owl can only turn his head up to 270 degree.
Now analyze the situation. An owl is constantly observing the environment
character i.e. his vision.True, it is a good range of vision but not the perfect one
still some part of environment which he cannot see and is indicated by a gap of 90 Degree.
In most of the business situations, we also think in the same manner.
of our Job roles/Tasks, we consider that we are giving 100% of our capabilities to these Job Roles/
Tasks. But we ignore the uneven distribution of our efforts
are highly focused and much of our capabilities are involved in achieving them.Like an Owl, we
limit our vision upto 270o
and we consider that we have covered
To achieve the Organizational Goals more efficiently
actually cover 360o
. We need to evaluate the areas which require focus or need to be handled
differently to rationalize and optimize our performance.
Considering this fact in mind, the present study has been undertaken to discuss about 360
Feed Forward Process which will help us to identify our key priority areas and focus them with
continuous monitoring, mentoring and mapping.
The purpose of the 360o
Feed Forward Process is to broaden our horizon of thinking,
executing and evaluating the business plans in line with theorganizational objectives.
For this, we should take
team (which includes superiors, subordinates
and peers) as they are daily observers and
understand our task very well.
to chalk out our priorities in uniform manner
and develop the areas which were not
concentrated upon ea
significant for organizational development.
International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
43
surroundings up to 360 degrees without moving from his place. Is it true? No, it is not.
owl can only turn his head up to 270 degree.
An owl is constantly observing the environment
t is a good range of vision but not the perfect one. It means that there
still some part of environment which he cannot see and is indicated by a gap of 90 Degree.
In most of the business situations, we also think in the same manner. If we make a pie chart
of our Job roles/Tasks, we consider that we are giving 100% of our capabilities to these Job Roles/
Tasks. But we ignore the uneven distribution of our efforts. It indicates that some of our Job Roles
are highly focused and much of our capabilities are involved in achieving them.Like an Owl, we
consider that we have covered 360o
.
To achieve the Organizational Goals more efficiently, we need to broaden our vision to
We need to evaluate the areas which require focus or need to be handled
differently to rationalize and optimize our performance.
Fig 1: Vision of OWL
Considering this fact in mind, the present study has been undertaken to discuss about 360
Feed Forward Process which will help us to identify our key priority areas and focus them with
continuous monitoring, mentoring and mapping.
Feed Forward Process is to broaden our horizon of thinking,
business plans in line with theorganizational objectives.
For this, we should take viewpoints of our
team (which includes superiors, subordinates
and peers) as they are daily observers and
understand our task very well. This will help
to chalk out our priorities in uniform manner
and develop the areas which were not
concentrated upon earlier but are very
significant for organizational development.
Gap of 90o
Vision of
Owl 270o
6502(Print), ISSN 0976 - 6510(Online),
No, it is not. In reality, an
An owl is constantly observing the environment with his special
It means that there
still some part of environment which he cannot see and is indicated by a gap of 90 Degree.
If we make a pie chart
of our Job roles/Tasks, we consider that we are giving 100% of our capabilities to these Job Roles/
indicates that some of our Job Roles
are highly focused and much of our capabilities are involved in achieving them.Like an Owl, we
, we need to broaden our vision to
We need to evaluate the areas which require focus or need to be handled
Considering this fact in mind, the present study has been undertaken to discuss about 360o
Feed Forward Process which will help us to identify our key priority areas and focus them with
Feed Forward Process is to broaden our horizon of thinking,
business plans in line with theorganizational objectives.

3. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
44
To achieve the goals, there is need to apply Feed Forward Process in all spheres. Games are
excellent examples of the application of Feed Forward Process where players are taught to look
ahead. In Cricket, if a player drops a catch, the others neither discourage the player nor get
discouraged but rather continue to work as a team and work harder to win the game. This is the spirit
of Feed Forward. Past cannot be recalled and therefore, feed forward lays emphasis on a positive
future rather a failed past.
SURVEY OF LITERATURE
Few studies have been conducted on 360o
Feed Forward Process. Most of the researches have
highlighted the theoretical aspects of the process. Effron & Ort (2010) in their book ‘One Page
Talent Management’ has explained the significance and implementation of 360o
Feed Forward
Process. He has also examined as to how it is better to 360o
Feedback Process. Similar observations
have been given by Goldsmith (2002) in his paper ‘Try Feed forward Instead of Feedback’. The
paper explains how the feed forward process is better and why it should be used in the organizations
in place of feedback process. The author explains the way by which it can be implemented in the
organizations to improve employee behaviour.
Keeping in mind, the significance of 360o
Feed Forward Process, the present study has been
undertaken to enlighten the implementation of this process.
OBJECTIVES OF THE STUDY
The study aims at achieving the following objectives with reference to a leading
pharmaceutical company:
1. To examine the difference between traditional 360o
Feedback Process and modern 360o
Feed
Forward Process.
2. To Explain the implementation of 360o
Feed Forward Process in Indian Organizations
Methodology
The theoretical framework for the study has been formed on the basis of ‘One Page Talent
Management’, several articles available on internet and other books. The case study relates to one of
the leading pharmaceutical companies which applies the processes of 360o
Feed Forward and has
designed its own system to implement the same. The parameters, processes and procedures have
been derived from the company’s actual practices of the 360o
Feed Forward Process.
Significance of the Study
As an emerging area of management practices, the study is of great significance to the
organizations, management practitioners and the researchers. The study highlights the basic
difference in the traditional 360◦
Feedback process and the modern360o
Feed Forward Process. The
parameters used in the study can be adapted by the other organizations as per their needs.
Analysis and Findings of the Study
To achieve the above mentioned objectives, the analysis of the study has been divided into
two parts:
1. Analyzing the difference between Traditional 360o
Feedback Process and modern 360o
Feed
Forward Process.
2. Process of Implementation of 360o
Feed Forward Process in Indian Organizations

4. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
45
1. Analyzing the difference between Traditional 360o
Feedback Process and Modern 360o
Feed
Forward Process
The following table explains the difference between traditional feedback and modern feed
forward process:
Table 1: Traditional Feedback Processvs. Modern Feed ForwardProcess
S. No Traditional Feedback Feed Forward Process
1. It is Complex in nature This is a Simplified process
2. It is Feedback Process. It sometimes
leads to the tendency to prove the sender
‘wrong’.
It is more productive as it enables
people to learn to be ‘right’.
3. It involves a discussion on mistakes,
deficiencies, and problems.
Feed forward focuses on solutions and
not on problems.
4. People generally tend to accept feedback
that is consistent with what we want to
see and reject or deny the feedback that
is inconsistent with the way we see
ourselves
Successful people like getting ideas that
help them to achieve their goals. Hence,
they respond positively to feed forward.
5. Feedback requires knowing about the
person.
Feed forward just requires having good
ideas for achieving the task.
6. Constructive feedback is supposed to
“focus on the performance, not the
person” but in practice, almost all
feedback is taken personally. Personal
critiques are often viewed as personal
attacks.
Feed forward cannot involve a personal
critique, since it is discussing
something that has not yet happened.
Positive suggestions tend to be seen as
objective advice.
7. Feedback can reinforce personal
stereotyping and can reinforce the feeling
of failure. Negative feedback can be used
to reinforce the message, “this is just the
way you are”.
Feed forward can reinforce the
possibility of change. Feed forward is
based on the assumption that the
receiver of suggestions can make
positive changes in the future.
(Based on Marshall Goldsmith “Try Feed Forward instead of Feedback” in Leader to Leader
Institute, Summer 2002)
Feed forward can be a useful tool to apply with managers, peers, and team members. It is
much faster and more efficient than feedback. People tend to listen more attentively to feed forward
than feedback. Most of us hate getting negative feedback, and we don’t like to give it.
2. Process of Implementation of 360o
Feed Forward Process in Indian Organizations
The process mentioned below is being followed in one of the leading pharmaceutical
Company in India. The company has gone through various stages of discussions before
implementing the same. A number of top management executives, senior executives and the heads of
the departments were given presentations about the process of implementing the new 360o
Feedback
Process.

5. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
46
Steps involved in implementation of Feed Forward Process:
Fig.2: 360◦
Feed Forward Process
Step 1: Identify activities of incumbent and identify touch points
The initial step of the process is facilitated by HR along with consideration of Functional
Head. In this step, Job Description is customized by HR along with Functional Head.
Step 2: Take feedback from Touch points
Parameters on which feedback is to be weighted:
Table 2: Parameters for feedback
Parameters Indicators
Do As Is A
Do More M
Do Less L
Do as Per Process – TCEC P
Do Differently D
Job
Holder
HOD/ Superiors
Customers
Subordinates
Peers
Toachieve Organizational Goals
more efficiently, we need to broaden
our vision to actually cover 360o
.
For this purpose, viewpoints of our
team needs to be taken into account
as they are daily observers and
understand our task very well.

6. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
47
“How Feedback is given” matters more than “What is the feedback?”
Step 3: Analyze data and give feedback to incumbent
As soon as all team members submit their responses, we need to compile data and their
feedback as Job Holder
Table 3: Data Analysis
Activities Frequency Distribution Suggestions
A –
As Is
M-
More
L-
Less
P- As per
Process
D- Do
Differently 1 2 3
1 Decision Making 2 1 1
2 Leadership Skills
3 Solve Problems 2 1 2
Step 4: Select Top 3 Activities for improvement
In the pie gram explained earlier, there is a segment which has been overlooked. To chalk out
priorities in uniform manner and develop the areas which were not concentrated upon earlier but are
very significant, you need to select top 3 priority areas with HOD to enhance development process.
Step 5: Select Coach
Who can be your Coach
• Peer
• Subordinate
• Immediate Boss
• HOD
Once Coach is finalized, share the areas you want to focus upon. He will be dedicated enough to
invest few minutes a dayto ask you a series of question on areas you need to develop upon so that
you are proactively involved and guided via action plan to fasten the target achievement.
Step 6: Suggestions Box
• The suggestions on Touch points need to be populated under each suggestion box.
• This suggestion Box will help you to analyze the frequency of suggestions that are being
emphasized by different candidates, thereby assisting you to chalk down priority areas.
Table 4: Suggestions
Priority Top 3 for Improvement Suggestion 1 Suggestion 2 Suggestion 3
1 Decision Making
2 Leadership Skills
3 Solve Problems
Identify Top 3 Priorities

7. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
48
Step 7: Select Suggestions
Once you collect the viewpoints of respondents and coach, you need to select that suggestion
in consultation with your HOD that you think are more beneficial for target achievement.
Table 5: Selecting Suggestions
Priority
level
Top 3 for
Improvement
Suggestion 1 Suggestion 2 Suggestion 3
1 Decision Making
Meet people on a
daily basis
Talk about their
fears
2 Leadership Skills Visit Competitors Engage a consultant
Form a special
team
3 Solve Problems
Learn Why-Why
analysis
Learn Fishbone
Diagram
Talk about their
personal problems
Step 8: Change Expected in “Me”
Sample Box- Place a Tick mark for changes carried out
Table 6: Sample Box for Recording Changes
Date Meet Coach Selected suggestion 1 Selected suggestion 2 Selected suggestion 3
√ √
√
√
√ √
√
√
Step 9: Tracking the Progress
Consequently, following will be the timelines for conducting the 360 – degree feedback:
• For the 1st
three months, feedback will be collated from all concerned individuals on a
weekly basis against the parameters set by HOD in consultation with the employee
• From 3 to 12 months after joining, the review will be conducted on a monthly basis.
• Beyond 12 months of joining, quarterly feedback will be compiled.
CONCLUSION
‘An owl’has been used as a face to explain 360o
feed forward process with related myths and
realities. It feels that it can watch its surroundings with its unique character viz. its vision. It can look
around without moving from its place. It has been indicated that an owl lives in very competitive
environment. But it is not true. It can turn around to 270o
only and the uncovered gap of 90o
explains
the bottlenecks of our analysis about our self. We are not perfect and we need to constantly observe
the threat posed by the gap of 90o
and need to improve our self-i.e. our competencies, skills and
knowledge. If we are to be successful in his world, we

8. International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online),
Volume 5, Issue 4, April (2014), pp. 42-49 © IAEME
49
• Must constantly be looking for opportunities and threats.
• Must gather information from all directions to get complete read on his environment, what
we have to do to survive, develop and grow.
In business terms, the example of owl translates to gather inputs on our performance from all
points to ensure we are doing the job with all our capability we want to do for the growth of
organization in every sphere.
In fact, 360o
feed forward process is all about positive thinking on development of
individuals, teams and the organizations without providing them negative feedback of their past
performance. It involves strengthening the employee skills and targeting step by step improvement of
their weak areas by providing them necessary feedback and coaching. The process explained above
can be modified as per the needs of the organization. In fact, it is a step forward rather than a step
backward and hence always looks ahead to move on and on.
BIBLIOGRAPHY
1. Effron, Marc & Ort, Miriam (2010), One Page Talent Management, Harvard University Press,
Boston, Massachusetts.
2. http://www.marshallgoldsmithlibrary.com/cim/articles_display.php?aid=110.
3. Dr. Sehba Husain, “360 Degree EI Implementation Business Model – Tool To Achieve
Competitive Advantage for Small, Medium and New Enterprises”, International Journal
of Management (IJM), Volume 4, Issue 3, 2013, pp. 38 - 47, ISSN Print: 0976-6502,
ISSN Online: 0976-6510.