As many organisations move into redundancy mode, rather than recruitment, and aim to ‘make do’ with the staff they have, the development they select for those staff, often includes a 360˚ feedback survey.
Collecting perceptions from a variety of sources, and comparing them with the subject’s own perceptions, a 360˚ feedback survey aims to provide an all-round view of an employee’s strengths, as well as potential improvement areas.
All of this is fine – if the subject welcomes feedback. But, if it makes them uncomfortable or, even worse, fearful, it’s not a trouble-free way forward, leading to a question: Is 360˚ feedback feedback a friend or foe in the workplace?
The Benefits of 360˚Feedback
- Holistic Perspective
One of the main reasons to introduce 360˚ feedback is the breadth of feedback it provides. Traditional performance reviews usually rely on the views of the individual’s manager, and no one else, which can be limited or even biased. By contrast, feedback from a representative group of the people, who work with the individual every day (Peers, Direct Reports, Managers and sometimes external contacts), enables a more balanced understanding of an individual’s performance, behaviours and areas where improvement is possible.
2. Increased Self-Awareness
360˚ feedback encourages self-reflection. Conventional wisdom tells us that we manage downwards and are managed from above. The people on a similar level to ourselves are either collaborators or rivals and we deal with them accordingly. The truth is that, to be effective, we need to be managing relationships in every direction. That’s why it’s called 360˚ .
Managing your relationship with your Manager requires a whole different set of skills from managing your Direct Reports. Managing how you work with your Peer group is different again. All of them are invaluable skills that, once mastered, benefit individual and organisation.
Getting insights from colleagues, at all of these levels, allows the individual to recognise blind spots in their behaviour and performance. BUT it also emphasises the things they do well, providing a balanced view rather than the ‘all negative’ view we sometimes have of ourselves (often reinforced by poor managers). Increased self-awareness is a crucial step towards more effective leadership and collaboration.
3. Introducing a Feedback Culture
Implementing 360˚ feedback can help foster a culture of openness and continuous improvement. When feedback becomes the norm, employees are more likely to seek, and give, constructive criticism, creating an environment that values growth and development.
4. Development Opportunities
Employers can use the insights gained from 360˚ feedback to tailor development programmes to individual or group needs. Identifying an individual’s needs avoids the ‘sheep dip’ approach to training used in the past. But where common areas are discovered for multiple members of a team, leaders can create targeted group training initiatives that enhance overall team performance, as well as helping the individuals involved.
The Challenges of 360˚Feedback
- Subjectivity and Bias
While multiple feedback sources can really help perspective, some respondents may let personal feelings influence their evaluations. It’s important not to ‘oversell’ what a 360˚ feedback survey does. I describe it as “an objective aggregation of subjective views”. However, as it comes from people who know the person well – at work, it still has value if feedback is constructive.
It’s only ever a snapshot in time and captures how respondents are feeling about the subject of the survey at the time they complete their input. I often joke that it’s better to have someone complete their input before you annoy them rather than after.
Nevertheless, from our extensive experience, most people are genuinely constructive and try to give the subject information that will help them, rather than knock them down.
2. Overwhelmed by Information
Employees will receive a huge amount of feedback – a lot to take in. And human nature is to find, and focus on, perceived ‘negative’ feedback. Sifting through conflicting messages can lead to confusion rather than clarity. It’s crucial to arrange 1-2-1 feedback sessions to put everything into perspective and help identify actionable steps for improvement. My advice is not to share the report longer than 48 hours in advance of the face-to-face meeting. It’s long enough to absorb the information – but not too long to lose too much sleep over it.
3. Fear and Anxiety
Feedback scares the hell out of some people. They spend their lives avoiding it. The prospect of receiving it from a large number of people, as part of a process over which they have no control, and then having their Manager see it, makes it worse still. It’s really important to ensure they know why you’re doing it and what it won’t be used for. (i.e. it’s to identify strengths and development areas NOT to find people to leave the organisation).
4. Implementation Issues
For 360˚ feedback to be effective, the implementation must be planned carefully. Organisations that rush into the process without clear communication and proper training (for administrators and those delivering the feedback) will often fail to gain the greatest benefit from the process (and the investment).
If employees regard the feedback as a punishment rather than a development tool, it can lead to resentment and disengagement. Sometimes, this can be overcome by getting the Senior Leadership Team to take the 360˚ first – often the hardest task of all!!
Finding a Balance: Making 360˚Feedback Work
To ensure that 360˚ feedback is a friend rather than a foe, it’s all about implementation. So many organisations invest in the 360˚ – but fail to follow up on the results. With individuals unclear what to do next and, perhaps focusing on the ‘negatives’, and an organisation unwilling to invest in the feedback to make the programme a success, small wonder that a lot of 360˚ feedback programmes achieve very little.
1. Training and Communication
Providing training for both evaluators and those being evaluated is crucial. Employees should understand the purpose of the feedback, how to give and receive it constructively, and how to use it for their development.
2. Anonymity and Confidentiality
Ensuring that feedback is given anonymously, as much as possible, can help reduce bias and fear. When employees know that their evaluations are confidential, they may feel more comfortable providing honest and constructive feedback.
3. Focus on Development
Framing 360˚ feedback as a tool for growth can reduce fears associated with the process. Organisations should emphasise that the only goal is to support personal and professional development.
4. Follow-Up and Action Plans
Feedback should not be a one-time event. In reality, especially from the Manager, nothing said in a 360˚ should come as a surprise to the individual.
Organisations should encourage regular check-ins and create action plans based on the insights gathered. This ongoing dialogue can help employees feel supported and motivated.
360˚ feedback is like any other tool. Used properly, it can be a game changer. Used badly……
If someone tells you they ran a 360˚ feedback development programme and it didn’t work, ask them how many of the steps outlined above they took to ensure it was successful.
We all have a tendency, when something doesn’t work, to blame the tool and, while that’s not impossible, any tool is only as good as the way it’s used.
