Avoiding 'should' in 360

In a 360 review, asking someone what their managers or co-worker should be doing is over-stepping the mark. In our recent blog post we talked about there being four deadly mistakes when carrying out a 360 programme. We've explored two of those four mistakes in other blogs and now we look at what you are asking of your raters.…

Avoid 360 degree feedback questionnaires?

360 degree feedback within your organisation can give great results and be a key part of your talent management strategy. But get the use of 360 wrong, and it can become a 'tickbox' exercise. 360s can provide self-insight, inform development and succession plans, focus attention of what behaviours are needed and identify those with 'high potential'. But we believe there are 4 key areas which are deadly mistakes when it comes to 360 degree feedback programmes - and we've included these in an article published on HRZone.…

360 – how often is too often?

Once people start to use a 360 questionnaire and realise the value of gaining the insight into how others see them, it’s sometimes easy for them to make the (incorrect) leap in thought process that the more 360s they do, the quicker they’ll develop and acquire the skills and behaviours they’re looking for.…

It’s pay back time - when do you see ROI?

In the recent Head Light survey - Justifying spend in hard times: measuring Return on Investment for 360 and Performance Reviews – we asked when users of on-line 360 and performance reviews saw a return on their investment.…

Calculating ROI – are we all doing this with our talent management activities?

With economic uncertainty comes the need for greater scrutiny of spend and examination of return of any investment.  But how does this apply to areas of talent management spend?  Are we all justifying our spend, building a business case and looking at the payback on the investment once made?…

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