Want to get a wholesome assessment of your team?
Until recently it was almost unconventional to suggest 360-degree feedback might supplicate performance appraisals. A survey by Ashridge in 1995 found that 73 per cent of organisations believed that 360 feedbacks should never be linked to pay.
But times have changed. In today’s fast paced organisations, there is often less regular & infrequent contact between managers and their staff. As a result, a lot more companies are now seeing the benefit of using 360 feedback to support the appraisal process. It serves as a useful tool in filling information gaps, untangling competencies and empowering the appraisee.
They are frequently used to help individuals see how others in their organizations view their competence and behaviors across a range of areas. The 360 methodology is an excellent way to help uncover hidden development areas and drive individuals to improve where their self-perceptions differ significantly from the observation of key stakeholders. Typically, with a 360, an individual’s behaviors and competence is assessed by themselves and rated by:
- Line Managers
- Line Reports / subordinates
What does a 360 feedback and 360 appraisal process offer?
- It is a structured and organized process for effectively assessing a group of candidates
- The participants answer variety of statements about the assessed person
- 360º feedback involves a range of people, typically managers, direct reports, peers, being invited to rate the key behaviors and attributes (competencies) of a particular person.
- It is an objective way of measuring a person’s behaviour, potential and/or capabilities
- It helps in shortening the gap between what the person thinks of him or herself and what others think of them
- The 360-degree feedback system adds significant value to all aspects of individual development, useful for kick-starting management coaching and development programs, or as part of appraisals.