How 360-Degree Savvy Are You?
Although articles describing the potential benefits or pitfalls of using 360-degree feedback have appeared in countless business and professional journals, many people are still unclear about what it is and how it can be used most effectively and, as a result, many organizations are not taking advantage of 360 feedback as a tool to enhance leadership or organizational performance. In 1996, as part of our preparation for a speech to the New York Metro Chapter of the Society of Human Resource Managers, we asked its members, “What best describes your company’s use of 360-degree (multi-rater) feedback?” While 21 percent reported some experience working with 360-degree feedback, almost an equal number did not even know what it was. In preparing for the revision of this book in 2008, we surveyed 1,876 line managers and 550 human resource managers about their use of 360. To our surprise, we found that only 12 percent of the line managers reported that they had participated in a 360 process, and only 15 percent of the human resource managers reported that their companies had used 360, with 28 percent of those companies reporting that they were not using it actively at the time of the survey. And in informal discussions with respected providers of 360 feedback such as DDI, Korn/Ferry, and PDI, it appears that anywhere between 9 and 20 percent of the Fortune 500 have engaged in a 360 initiative involving a moderate level of continuing participation over the period of the last two years.4 Based on this data it appears that many organizations have not yet realized the benefits of a 360 feedback process.
Before we move into a discussion of the ABCs of 360-degree feedback, take a moment to assess your own know-how on the subject. How prepared would you be to talk about this kind of feedback with your boss or colleagues so that an informed decision could be made about using it in your organization?
The questions that follow are ones you should be able to answer in some depth if you are going to become an advocate for 360-degree feedback. Read them over, and ask yourself how confident you are of your ability to discuss these issues persuasively.
1. What is 360-degree feedback? How would you define it?
2. What benefits would the organization and individuals realize from this process?
3. What kind of information is collected about people in the 360-degree feedback process? What are the different ways to collect 360-degree feedback? Which would you recommend?
4. For which organizational levels in your company is 360-degree feedback appropriate? Will people be required to participate? How can you allay their anxieties?
5. What methods can be used to present people with the feedback that has been gathered and to help them interpret the data? Which method would you recommend?
6. How can you ensure that people will take action on the feedback they have received and that ongoing progress is made?
7. How would you roll out a 360-degree process?
8. What resources do you need to make the effort a success?
9. What are the possible pitfalls involved, and how might you avoid them?
If you feel you can answer most of these questions without difficulty, you have a good working knowledge of the topic and are ready to begin your campaign for the use of a 360-degree feedback process in your organization. This book can be a resource to you as you develop and implement your strategy. If you feel you need to broaden and deepen your understanding of the issues before you can be a truly effective advocate, you should probably read this book in its entirety. And if you can give only sketchy answers, or none at all, to some of the questions, we are here to launch you on your journey toward becoming 360-degree savvy.
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