Introducing 360 degree feedback into an organisation takes commitment, time and sometimes a culture shift. But the rewards are immense.
Our survey in 2013 showed that 91% of organisations witness a better understanding of their own strengths and areas of development – and ¾ see a greater commitment to the development plan. There’s an increase in clarity of how corporate competencies and behaviours are demonstrated and an easier identification of high potential.
So the benefits are there. But are you ready to take the step?
Take a look at the 8 questions below, ask them of yourself – and see what answers you produce.
1. Is it still a step too far?
If there is no historical approach to feedback being a fundamental and accepted part of the culture you may encounter significant obstacles. Think about taking small initial steps, without a company-wide deployment.
2. Can I create a ‘What’s in it for them’?
When positioning the 360 with the end-user it is imperative that a clear purpose is defined. Is the overall outcome designed to support Coaching, Career Development, Performance Management…? Explore and sell the “what’s in it for me?” and provide clarity to how the organisation will use the results.
3. Can I deal with ‘emotional’ objections?
Explain how the 360 will be administered, who will ensure it happens, who will collate the results and how, when will they receive the feedback and who from.
4. Can I create a “What’s in it for the Management” population?
Is there an overarching strategy or goal that the organisation is working towards? 360 can be extremely effective when clear links can be seen between the outcomes and the future vision of an organisation.
5. Can I enlist support as opposed to just agreement?
Identify the key stakeholders who can act as champions to support the pilot of the process and promoting its worth and usefulness as a management tool.
6. Are the 360 assessments fit for purpose and considered relevant?
Where possible ensure that the questions reflect the desired competencies. If the organisation does not use competencies ensure that the language used is common across the organisation, appropriate to the respondents and can clearly elicit the desired responses.
7. Will the outputs from a 360 be aligned with core talent management processes?
Wherever possible align the feedback to the Personal Development process within the organisation. Formalising action plans based on the feedback and reviewing quarterly shows commitment to the users.
8. Are those tasked with delivering and receiving the feedback ready, willing and able?
Make sure that those facilitating the feedback are up to the job. Think about specific training for these people – and our Talent Management for Managers course may be of interest. Ensure that the individuals taking part are briefed and on the stages on feedback to help them prepare for the feedback sessions. In our experience individuals can move more quickly to acceptance (and therefore action) when they understand the stages and the reasons for their feelings.
If you have answered these questions and are still committed to introducing 360 into your organisation, get in touch and we can talk you through what we have learned works – and doesn’t work.
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