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360 Feedback: Do's and Don'ts for a Process That Actually Works

360 Feedback processes are rich with opportunity, yet rarely deliver. Why?

They're often not deployed with strategy or clear intent. Who would benefit? When did they last receive feedback? How will it be used? Know and communicate the answers to these questions before deploying a survey process.

They're deployed too frequently. Or infrequently. Or randomly. It's difficult to plan development with outdated feedback, and it's equally difficult to interpret the effectiveness of development efforts within too short a timeframe. Unless there's been a role change or other contributing dynamic, a survey every 18-24 months is likely sufficient.

They try to do too much. I'm reminded of the company's survey that asked for input on 48 different attributes. Not only is it probably impossible for any respondent to effectively rate a colleague across that many dimensions, there's no chance a development plan will be able to address more than a small handful. Focus is key.

The rating scales are poorly designed - or poorly explained. We love a 5-point scale - WITH the proviso that it's best used to rate a small number of attributes at each end of the scale as indicators of towering strengths and where attention is needed, and then use the mid-point to indicate everything that falls in between those two extremes.

Our firm is often asked to provide debrief support for 360 feedback processes, so we've seen many versions over the years - very few of which deliver useful results. Here are a few "do's" and "don'ts" based on what we've seen and learned:

Do:

  • Carefully select the things you want to rate. Less is more. Align the survey with your company's values and behavioural/culture expectations.
  • Guide feedback recipients on respondent selection. Our suggested criteria is "people who know you well enough to have an opinion, AND whose opinion matters in the context of your career goals." Ensure balance and perspective. Ask the recipients to vet their list with their manager.
  • Brief the respondents. Tell them how to use the rating scale. Guide them towards delivering messages at the extreme ends of the scale, and using the middle options to indicate that there's nothing noteworthy. Help them use the optional comment boxes constructively while remaining anonymous. Show examples of useful, specific comments on behaviours rather than broad generalizations that can't be actioned. Ask them to respond based on patterns, rather than incidents.
  • Give advance warning that the surveys are coming. Send reminders. And more reminders.
  • Ensure everyone - recipients and respondents alike - are clear about the process, particularly about who sees and has ownership of the report.
  • Have the reports professionally interpreted and debriefed. Objectivity is valuable and the safety of a confidential conversation can be helpful in ensuring input is received well. Follow the debrief - quickly - with a development planning conversation with the manager about next steps and support for any agreed actions. Focus the development plan on a small number of high-impact items.
  • Separate 360 feedback from performance management. 360 feedback is a DEVELOPMENTAL resource, NOT a performance management tool. Think of performance management as assessing the "what" - did you deliver on your objectives for the year?" - and 360 feedback as the "how" - were you collaborative, can you be trusted, did you build strong relationships?
  • Ask the recipients to thank their respondents - and ideally share something they learned and what action they're planning as a result.
  • Understand that 360 feedback is a reflection of a subjective assessment at a moment in time - and as such can be heavily skewed by circumstances and recent interactions.

Don't:

  • Deploy 360 feedback for an individual who has a performance problem - especially if you're close to or in the midst of corrective action.
  • Don't use 360 feedback as a substitute for a difficult conversation you already know has to take place. Weaponizing 360 feedback destroys trust in an otherwise useful process, not to mention letting a manager off the hook from having to do something uncomfortable or unpleasant.
  • Distribute a survey that takes a long time to complete. Keep it to less than 30 minutes in order to maximize chances of full participation and completion.
  • Presume the respondents "know" how to complete a survey for maximum benefit to the respondent. Invest the time to brief and train.
  • Don't cast a wide net just to get more data - a carefully selected short list of people who can provide high quality input is more useful than a longer list of distant colleagues.

360 feedback processes can be valuable developmental support processes. If you're going to deploy one, be sure to be thoughtful about it and set it up for success. People really do want to understand how to succeed, and constructive, well-delivered feedback is critical to that goal. If you'd like support for designing, deploying and/or debriefing your company's next 360 process please reach out. We love to contribute to development processes that really work.