Distributing Questionnaires
The majority of 360 surveys today are administered using web-based technology. Advances in technology and access to the Internet have made the administration and distribution of 360 questionnaires a relatively simple process, although there are still some issues that require attention in order to avoid administrative problems and ensure data quality.
Once the questionnaire items and rating scale have been developed and loaded on a web-based platform, the questionnaire is ready for distribution. There are two common methods for managing the distribution. Some web-based 360 systems are fully automated. This allows the feedback recipient either to type in the rater’s name and email or select raters from a drop-down menu and send the introduction letter and a link to the survey directly from their computer without the intervention of an administrator. This approach is very efficient, although it requires that the feedback recipient allocate his or her time to distributing the surveys.
The second most common method is to have the feedback recipient provide an administrator with the names of his or her raters, their email addresses, and their relationships to the feedback recipient. A sample form for this information is shown below.
Influence Skills Survey
360-Degree Feedback
Rater Contact Checklist
In preparation for the upcoming [Program Name] program, please participate in a 360-degree feedback questionnaire on the influence skills you use to get work done through others. You will complete a questionnaire on yourself and identify raters (a minimum of three in each category with the exception of boss) who will each complete a questionnaire on you. The surveys should take less than 20 minutes to complete.
Note: Raters will receive instructions which will enable them to complete the questionnaire for you. It is essential that you provide accurate email addresses. Please return the populated form to [contact] no later than [date].
Please verify that all email addresses are valid before submitting to [contact].
The administrator then uploads the names into the system and sends the cover letter and link to the survey to the “self ” and each rater. This is somewhat more labor-intensive, but it requires less of the feedback recipient’s (self’ s) time, increasing the likelihood of a timely response. The main thing to watch out for is that the email addresses of the raters are correct. Small typos cause the email to bounce back, and this will require additional time to correct the error and resend the email.
Provide a Point of Contact
Even the clearest of directions will not guarantee that participants will take the time to read them; people are more likely than not to just click on the URL and start answering the questions right away. Still, when they come across an item that confuses them, or if they have a question about how to select raters, complete the survey, or distribute the survey, you must provide them with a quick and easy way to get help. That is why we strongly recommend making it as simple as possible for participants by either providing the email of a central contact or “help desk” or establishing a toll-free number to call for questions about the 360 process or the survey. The email or phone number should be clearly shown on the questionnaire.
Tips and Pointers
Here is a checklist you can use for administering the questionnaire that will help you avoid many of the problems associated with this phase of the 360-degree process:
• Ensure the introduction and reminder letters are brief and to the point to increase the likelihood that they will be read.
• Type a return deadline on the introduction letter and show it again on the questionnaires in large, noticeable letters; make the deadline a few days before the actual “drop-dead” date, to allow for late responses.
• Provide immediately visible, clear, concise directions on the introduction letter, the reminder letter, and again on the questionnaire.
• Provide the email and phone number of a contact person in a prominent place on the introduction and reminder letters and the questionnaire.
• Check the email addresses of raters for accuracy before uploading them to the survey platform.
• If there are branching elements on your survey (e.g., direct reports only provide feedback on certain competencies that other rater groups do not), be sure to consider this before programming begins.
• Use email reminders to increase response rate.
• Ensure that participants understand the criteria for selecting raters and that the email addresses they provide for selected raters are accurate before they submit their rater selection forms (otherwise, this can lead to delays in administration).
• Be clear up-front with participants what will happen if they do not receive at least two (or three) responses in a particular rater category (except boss) so that they understand that the responses from rater groups will be combined.
• Follow up with participants who only provide one rater in the direct report, peer, or customer category. Ask them to select at least three raters so that feedback can be displayed in that rater category.
• Ensure that all raters understand the purpose and objectives of the 360 initiative, including how to provide accurate and constructive feedback (both ratings and qualitative comments). Lack of understanding can lead to inaccurate feedback or data that is not useful to the participant.
• Ensure you have a reliable technology provider to administer the survey and process the data.
• Provide a “save and complete later” capability for the survey.
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