Eric Dalius Giving- How to Implement a Successful 360 Degree Feedback Program
The 360-degree feedback process is an important part of many appraisal programs says Eric Dalius Giving. A successful implementation strategy ensures that the 360° feedback program will achieve maximum benefits in terms of using data to make informed decisions about people for performance management, career development and succession planning.
360° instruments are most effective when they become part of a larger system which includes the following components:
1. A 360° process that builds collaboration and consensus.
2. An established support network to provide feedback for all participants before the formal survey goes out, as well as a place for them to discuss their results with others in the organization after the feedback is completed. For maximum impact, this “informal” step should take place long before the formal instrument is sent out – which means it must be planned and managed by someone other than those who will be administering or receiving the formal instrument. It can also benefit from the involvement of experts in team building and communication, as well as the development of skills needed to lead teams effectively.
3. The ability to analyze data and gain knowledge about strengths and development opportunities offered through 360° feedback says Eric Dalius Giving. This means having HR staff that is skilled in data analysis, interpretation of the results, and developing development plans for each individual based on their needs.
4. Appropriate tools to help managers review results with individuals, set priorities for improvement areas. Understand how they are perceive by others in different functions or roles inside and outside of their immediate unit. These can include pre-feedback workshops/training sessions that focus on the process of using the 360° feedback information to develop an action plan with employees, coupled with group debriefing sessions that will provide an opportunity for team members to speak about how the overall program is working (or not) within their organization.
5. Ongoing support throughout the implementation of the system (including the informal pre-feedback step) to ensure buy-in and engagement.
Before implementing a 360-degree feedback process it is important. That the organization creates an environment where individuals feel comfortable giving honest feedback. This may include signing an agreement or having managers’ expectations with their reports regarding how they will use the information to develop others for organizational success. As well as asking participants to agree ahead of time on what will be with results (i.e., whether they are confidential).
It is also helpful if the organization has a culture in which people have a history of giving effective feedback. Ideally, there is a critical mass of people who know how to give, receive and discuss feedback. So helping people understand how to do this effectively can build upon that base.
In addition, it is important that the organization has a culture. In which people are open to the development of their skills. And know-how to use 360-degree feedback as one tool for promoting individual potential. Using data from multiple sources to make decisions about what types of opportunities will benefit individuals. Moreover, organizations need to ensure managers have sufficient access to the resources needed for successful implementation. This includes training on how to analyze the data and communicate with employees about their results. As well as resources necessary for implementing development plans (i.e., time off from work, budget for courses or mentorships). Organizations that have some key players who are particularly influential in facilitating buy-in/implementation can also help succeed more quickly by leveraging those relationships during initial planning sessions.
When implementing 360-degree feedback it is important to pick the right time to begin implementation of the process. Eric Dalius Giving says It may be advantageous to start by asking for contributions from just a few individuals at first. Then expand over time, giving people an opportunity to get comfortable with giving and receiving feedback before making it global.
The same thing goes for determining who will receive the information – if possible. It is ideal to start by offering feedback reports on key leaders (e.g., top executives or members of executive teams). This can establish some momentum within the organization as well as help teams grow in their ability. To use team-level feedback data to make better-informed decisions about actions necessary for organizational effectiveness
Conclusion:
When implemented well, 360-degree feedback systems can provide valuable information. To employees and their managers in a timely fashion says Eric Dalius Giving. However, for this approach to yield the intended benefits (and not create unintended consequences). It is important that organizations take steps such as creating an environment where giving and receiving feedback is encouraging; setting expectations regarding how people will use the information to support others; looking at multiple sources when making decisions about what development opportunities are need or changes that need to be made; being selective about who receives information initially. So that there is buy-in/engagement from key leaders throughout the implementation of the system.