360 Degree Feedback
BEST PRACTICE GUIDELINES
This is not copyright material. Reproduction and dissemination are encouraged, but please cite the source.
Contributing Organisations Background Overview 360 Checklist Planning Piloting Implementation Feedback Review Planning Establishing the purpose Establishing the process Establishing the resources Piloting Implementation Feedback Review Acknowledgements Further Reading
1 2 3 5 5 5 5 5 5 6 6 7 9 10 11 12 14 16 17
These guidelines were produced with the active support and funding of the following organisations:
¨= Chartered Institute of Personnel and Development, South West London Branch
¨= The British Psychological Society
¨= The Department of Trade and Industry
University of Surrey Roehampton
The following contributed to the development of the guidelines: Áine Gray, SHL Antonia Lewis, SHL Clive Fletcher, BPS, Division of Occupational Psychology Eugene Burke, SHL John Mackay, Small Business Service, Department of Trade and Industry Mark Kubilius, Management Best Practice Directorate, Department of Trade and Industry Pat Lindley, BPS Steering Committee on Test Standards
“The concept of 360 degree feedback makes a lot of sense and, if used well, should have a great deal to offer. It seems to suit the move towards the less hierarchical, more flexibly-structured and knowledgebased organisations of the future” Professor Clive Fletcher Goldsmiths College, University of London In today’s changing and volatile world organisations are continually looking for ways to improve performance, and satisfy the demands of all stakeholders. Achieving this almost inevitably involves change, which then becomes the pivotal dynamic for success. For an organisation to evolve the people working within it will have to adapt; and for this to be successful, they first of all need to know what it is about the way they are currently performing that needs to change. This is where 360 degree feedback is playing a growing role in organisations through its ability to provide structured, indepth information about current performance and what will be required of an individual in the future to enable detailed and relevant development plans to be formulated. Professionally managed, 360 degree feedback increases individual self-awareness, and as part of a strategic organisational process can promote:
§ Increased understanding of the behaviours required to improve both individual and organisational effectiveness
§ More focused development activities, built around the skills and competencies required for successful organisational performance
§ Increased involvement of people at all levels of the organisation § Increased individual ownership for self-development and learning § Increased familiarity with the implications of cultural or strategic change ·= These guidelines set out issues, and recommendations for action, that should be considered when implementing a 360 degree programme. They have been developed by the contributing organisation in order to support and encourage best practice in the area. These guidelines are also available at www.dti.gov.uk/mbp.
360 degree feedback is a process whereby an individual (the recipient) is rated on their performance by people who know something about their work (the raters). This can include direct reports, peers and managers and in some cases customers or clients, in fact anybody who is credible to the individual and is familiar with their work can be included in the feedback process. This is usually in addition to completing a self-assessment on performance. The resulting information is presented to the individual with the aim of helping them to gain a better understanding of their skills and development areas. Each source can provide a different perspective on the individual’s skills, attributes and other job relevant characteristics and thus help to build up a richer, more complete and accurate...
Please join StudyMode to read the full document