【第119回】Leveraging the Impact of 360-Degree Feedback‏

This book is a perfect guideline to develop and implement 360-degree feedback in an organization, so I highly recommend this book to HR and L&D managers and staffs. Especially, there are three important points as below.

Point 1:

360-degree feedback should not be implemented as a stand-alone event. In addition to the assessment, there must be a development planning and follow-up component.

As CCL, purpose of using 360-degree feedback should be human performance development tool. So, it is good for 360-degree feedback to be imbedded in continual training programs for example leadership training and succession planning. And also, if 360-degree feedback is implemented as a stand-alone event, it will not make attendants start first step to his or her own development plan (though it will be good for him or her to be aware of own performance).

Point 2:

Boss support is critical for the 360 process, as well as for getting participants to set specific development goals.

What is said above comes from the viewpoint of the job characteristics as a boss. Comparing to any other rater of 360-degree feedback, his or her boss may be the best rater who can see and watch his or her performance in a daily business life. Considering about this point, asking boss to be supportive attitude to 360-degree feedback is important.

Point 3:

The 360-degree feedback process works best if it begins with the top executives of the organization then cascades through the organization.

Of course, implementing 360-degree feedback is good not only as development indicator for target attendants, but also as CSF indicator for company itself, because 360-degree feedback materials must be based on company’s business strategy and corporate mission.