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360 Degree feedback
The major goal of 360-degree feedback interventions is to facilitate purposeful individual or team behavior change. Successful behavior change at the individual or team level requires three necessary conditions:
1. Awareness/Insight;
2. Motivation/Self-Efficacy; and
3. Ability.
When properly designed and implemented, multi-rater or 360-degree feedback interventions provide specific feedback to enhance self-insight and self-awareness necessary for any potential behavior change. However, without sufficient motivation and self-efficacy, most behavior change efforts are largely unsuccessful. Effective 360-degree feedback interventions enhance the motivation levels of individuals and teams to make constructive behavior changes to meet the needs of both internal and external stakeholders (e.g., customers, direct reports, team members, etc.).
Multi-rater or 360-degree feedback interventions involve the systematic collection of specific information from multiple sources to enhance awareness of individuals and teams. Most commonly, data and information are collected from multiple sources that have a relevant, and hopefully accurate, perspective to share using focus group, interview, or paper-and-pencil instruments. The data collected are commonly summarized quantitatively and/or qualitatively and shared with one or more members of the organization in an oral and/or written manner. The most common form of multi-rater or 360-degree feedback interventions today typically utilizes an off-the-shelf or in-house designed instrument measuring critical competencies required for competitive performance. Most feedback from these interventions is collected from multiple perspectives (e.g., one's supervisor, direct reports, peers, team members) and is summarized in the form of a written and/or computerized feedback report (often including graphic comparisons of self-other perceptions, written comments, and narrative information). The most common uses of multi-rater or 360-degree feedback interventions include: Executive/management coaching, training and development, career counseling, succession planning and development, training needs assessment, training evaluation, and performance appraisal and evaluation.
Despite the growing popularity of multi-rater of 360-degree feedback, a number of issues emerge in the use and implementation of such organizational interventions. These include such things as:
What competencies should be assessed and measured?
How many individuals ensure a reliable and valid set of observations about another individual?
Who should provide feedback?
How should raters be selected?
Should 360-degree feedback be used for development or appraisal purposes?
Should individuals providing feedback be identified?
The chapter includes a real-world case study and answers to the current issues and questions regarding best practices in the use of 360-degree feedback interventions. References are also provided for additional readings in the multi-rater or 360-degree feedback literature.
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Executives
