A 360-degree feedback program can be a powerful way of helping employees grow within their organization. Used successfully, it is a tool that increases engagement, identifies training opportunities, and helps employees develop in their own role and go on to succeed in a leadership role.
With a 360-degree assessment tool, employees receive anonymous feedback that can come from direct reports, indirect reports and vendors. Only feedback from their supervisor is not anonymous. 360s are used to measure performance, personal growth and development, or a combination of the two. In my organization, employees choose their raters, but our HR team reviews them and makes suggestions to ensure they are the appropriate choices.
To have a successful 360-degree feedback program, there are several key things to consider:
Make sure your CEO and senior leaders are on board. Leaders should understand the process, and ideally, go through it themselves so that they can relay a positive experience to other employees. In my organization, we started a 360-degree feedback program with the chair of the board, then piloted the program for the senior management team.
Ensure that it measures the core competencies needed to succeed. Create metrics that measure the core competencies needed to succeed within your organization and develop a 360-degree program based on that. Our metrics include business acumen, leadership ability and communication skills.
The assessment should also be administered confidentially so that raters feel they can give honest, constructive feedback. One way to ensure confidentiality is by using an outside firm to administer a digital survey. Be sure to communicate to staff that only HR and the employee being evaluated will see the report.
Train all staff on the program so that the process is understood. Many organizations make the mistake of rolling out a program without proper training on providing constructive feedback. This can be a devastating setback. I train raters to give constructive feedback designed to help the person being evaluated grow professionally. For example, saying “It would be helpful to have more staff meetings that cover organizational objectives,” is much more effective than, “My boss is a horrible communicator.” The former is specific and focused on the area that needs work.
DEI and Competencies
When developing questions for 360s, it is important to reflect the competencies needed to succeed in an employee’s role and within the organization. If competencies have not been developed yet, focus groups and surveys can help develop them, and ensure employee participation and engagement. It is also crucial to ensure that employees from across the organization are consulted, from a DEI perspective.
Ensure that it is used for the purpose of growth and development, not performance management. The 360 assessments should occur separately from performance and salary reviews. Having a purely developmental tool separate from promotions or raises prevents raters from overinflating feedback.
One way to emphasize growth and development is by providing post-360 coaching by internally trained HR staff or external coaches so that feedback can be discussed with participants in a safe environment. This stresses that the goal of the feedback is to identify areas of improvement and training and growth opportunities.
Some employees may be upset with some of the feedback, and they will look for an opportunity to reflect on areas that need to improve. A coach can help them focus on the issues they need to address and guide them through the 360-analysis report. An internal HR coach often is more effective because they know employees well. But for top executives, an external coach is ideal.
Create an action plan. Have employees work with their coach to convert the 360 reports into an action plan with steps to address the issues. For example, they may conclude that better communication is needed with direct reports. Part of the action plan may be to take specific training on communication skills or set up more meetings with their team.
Internal HR coaches should advise employees to train in the areas that they both agree need work. Coaches help identify courses and tools that help employees achieve their objectives. Coaches help an employee interpret the report and reflect on development opportunities, as well as the things in which they thrive.
Lean in. The 360-degree experience should be positive. It can even suggest to employees that they are ready to aim for that promotion! Above all, assessors should “walk the talk” and participate in their own 360 so that they can sing its praises and share how it has helped them.
Following these steps can help you implement and maintain a 360-degree feedback program that truly helps your organization and employees succeed.
07 September 2022
Category
HR News Article