ALL ABOUT 360 DEGREE FEEDBACK: CONCEPT, PURPOSE, SIGNIFICANCE, ADV, DIS ADV ETC

1. SUBMITTED BY;
NAVYA JAYAKUMAR
ROLL NO: 20
360 DEGREE FEEDBACK

2. CONTENT
360 DEGREE FEEDBACK
PURPOSE
METHOD
RATINGS
ADVANTAGES
DISADVANTAGES
PROCESS
CONCLUSION

3. 360 DEGREE FEEDBACK
A 360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source
assessment)
It is a process through which feedback from an employee's subordinates, colleagues, and supervisor(s),
as well as a self-evaluation by the employee themselves is gathered.
Such feedback can also include, when relevant, feedback from external sources who interact with the
employee, such as customers and suppliers or other interested stakeholders.
360-degree feedback is so named because it solicits feedback regarding an employee's behavior from a
variety of points of view (subordinate, lateral, and supervisory).

4. PURPOSE
The purpose of the 360 degree feedback is:
To assist each individual to understand their strengths and weaknesses
It lets the employee know how his/her team members view the effectiveness of their performance.
Often used in conjunction with one another to form a powerful one-two punch for employee coaching
and development.
The feedback is often used as a benchmark within the employee’s development plan
360 Feedback is mainly used as a development tool for people who are not in a management role.

5. METHODS
Step 1: Plan the 360 degree feedback project
•Clarify key projective objectives
•Define target audience and survey scope
•Define key policies for the project
•Develop the project plan and timelines
•Design communications and customise support materials
Step 2: Design the survey
•Consult stakeholders about key issues and requirements
•Define report requirements
•Design survey - customised or standard survey
•Conduct pilot and review survey
•Obtain survey sign-off

6. Step 3: Conduct the survey
•Brief participants and obtain rater registrations
•Distribute surveys and provide support
•Follow up surveys
•Ensure confidentiality policies and project policies are met
•Produce comprehensive feedback reports
Step 4: Deliver the feedback
•Prepare participants to receive feedback
•Facilitate feedback with individuals or groups
•Identify key insights from the feedback
•Provide ongoing coaching
•Train client staff to facilitate feedback

7. Step 5: Act on the staff feedback
•Present global results and identify group development actions
•Prepare and agree development plans
•Implement ongoing development plans
•Implement organisational programs
Step 6: Evaluate
•Design evaluation approach
•Conduct evaluation
•Prepare and present evaluation report
•Agree process enhancements

8. RATINGS
I. Development scales: These scales are used to rate effectiveness and focus on how skilled an individual is at a
particular competency. Organizations use these scales to evaluate employees and identify needs for the purposes
of creating individual development and training plans.
Development scale example: 5-exceptional strength 4-strength 3-fully competent 2-development need and 1-
significant development need.
II. Competence scales: These scales measure how competent an individual is at a particular skill. Companies use
competence scales to identify strengths and areas for improvement for the purposes of employee development.
Competence scale example: 6-outstanding 5-very strong 4-competent 3-underdeveloped 2-not developed and 1-
does not apply.

9. III. Frequency scales: These scales are used to rate how often an individual is observed performing a certain skill
or behavior. Frequency scales are useful to evaluate if strengths are over or under used. These scales are
particularly useful for improvement as they can unearth strengths to utilize more in the future (or behaviors to
limit).
Frequency scale example: 6-always 5-usually 4-often 3-sometimes 2-rarely and
1-never.
IV. Agreement scales: These scales are used to evaluate the extent that a rater agrees with a behavior or skill
statement in the survey. Use agreement scales with caution as research has shown that they can produce positive
response bias. Positive response bias is a natural tendency for participants to agree with all statements regardless
of the content.
Agreement scale example: 5-strongly agree 4-agree 3-neither agree nor disagree 2- disagree 1-strongly disagree.

10. ADVANTAGES
Provides feedback to employees from a variety of sources
Develops and strengthens teamwork and accountability
Uncovers procedural issues that can hinder employee growth
Reveals specific career development areas
Reduces rater bias and discrimination tendencies
Offers constructive feedback to improve employee outputs
Supplies insight on training needs

11. DISADVANTAGES
Serves as only part of overall performance measurement system
Causes organizational issues if implemented in hasty or incomplete fashion
Can fail to add value if not effectively woven into existing performance plans
Prevents recipients from getting more information because the process is anonymous
Focuses on employee weaknesses and shortcomings instead of strengths
Provides feedback from inexperienced raters, and groups can "game" the process
Requires large degree of data collection and processing in some cases

12. PROCESS OF 360 DEGREE
FEEDBACK1. Communicating 360:
As we have mentioned previously, it is crucial that you communicate the process to all stakeholders. You will want to communicate
the purpose of the 360, explain the process and how feedback will be gathered and utilized.
Time: It could take 1-3 weeks to communicate the process if in-person meetings are used with employees, supervisors, managers and
raters.
2. Selecting raters:
Selecting raters is one of the most important steps of the 360 feedback process. Participants will need to choose enough feedback
providers to ensure that the data is comprehensive and relevant. The number of raters included will depend on the employee’s job
function and working relationships.
Time: It may take 1-2 weeks to choose raters including supervisors, direct reports, peers and perhaps external clients.

13. 3. Distributing surveys:
Using an online 360 feedback system will allow you to distribute the questionnaires quickly. Participants will receive email
notifications with instructions on how to start and complete the 360 feedback process. At this stage, participants will assign
questionnaires to their selected raters.
Time: It may take up to 1 week to distribute the survey.
4. Completing questionnaires:
Having participants fill out and complete the review is the longest stage in the process. The length of this step can depend on
the number of raters involved, the employee’s job role and on the organization. It is highly recommended that you establish
deadlines at the outset of the process, to ensure all raters have completed their survey in a timely manner.
Time: It may take 2-4 weeks before all of the feedback is completed.

14. 5. Producing reports:
Once all of the feedback providers have completed their questionnaires a confidential report is produced. Depending on
your company’s feedback delivery plan, the reports may be sent directly to participants or results given in a one-on-one
feedback session.
Time: Using an online system will allow for the quick production of detailed 360 feedback reports, 1-2 days.
6. Facilitating feedback:
It is recommended that confidential feedback meetings be arranged for each participant undergoing the 360 review.
Feedback may be given in these sessions by the employee’s manager or by a coach. These meetings allow for greater
understanding of the feedback report and an opportunity to discuss strengths and areas for improvement.
Time: Depending on how in-depth you’d like the feedback sessions to be, each meeting could take 1-2 hours per
participant.

15. 7. Completing development plan:
Creating the development plan for each participant in the review is the essence of the process. The feedback obtained from
the 360 evaluation becomes the basis for an actionable development plan. Reviewing the areas for improvement will
identify key areas for development for the employee. This gives the employee the chance to improve their skills by using
opportunities such as training, workshops, conferences, coaching, mentoring, etc.
Time: The completion of the development plan could take 1-2 weeks.
8. Re-evaluating:
It is important to establish 360 degree feedback in your organization as a process and not a one-off event. To do so, you
should clearly communicate at the start of the process that subsequent reviews will happen each year. Since specific goals
and opportunities were outlined in the development plan, it makes sense to check in on the progress of these items. Re-
evaluating participants enables you to see if any changes have occurred and also provides the chance for new feedback.
Time: Re-evaluations should occur 8-12 months after the first 360 review.

16. CONCLUSION
Utilizing 360-degree feedback can be effective in a team environment to promote self-awareness
and create transparency in communications through trust, sharing, and increased clarity towards
expected goals and behaviors. Implementing a formal 360-degree feedback process should not be
taken lightly. Rather, to be successful leaders need to consider elements of the team, details of
the process, and the long-term objectives and activities needed to sustain the benefits. Overall, a
well-designed 360-degree feedback process can lead to an increase overall team performance.