What Is A 360 Employee Performance Review
What Is A 360 Employee Performance Review
"What about a 360?" I was met with a very stunned look.
"I didn't think you thought of me that way" came the reply. It was my turn to look stunned.
"No a 360 degree performance review process" was my reply.
"A 360 is where a person gets feedback on their performance from their peers, their subordinates, their boss and in some cases even suppliers and clients. That's why it is called 360 you get feedback from all around you."
A 360 is a very intense tool and not to be messed with. I have seen it create miraculous shifts in previously stuck managers and I have seen it plunge people into a major stress crisis. I have even seen people totally ignore what all the facts are telling them and stay on their track. It is only a tool for a mature organisation willing to take it seriously and implement it correctly.
Why? Imagine you are in a room, having a quiet coffee by yourself. All of a sudden in walk 20 of your employees, peers and your boss. They each proceed to tell you exactly what is right and wrong with your leadership, your knowledge, your teamwork, your technical skills and a host of other things. All you are allowed to do is listen. Now you can see why it is intense!
There are lots of tools on the market to help create a 360 many just focus on the forms and not the process (or the process to debrief and ensure the person remains stable!).
If you are looking at doing a 360 here are my best tips to help you create one that works for your business (no matter the tool you use).
360 should NEVER be mandatory. It should always be voluntary. If mandatory you will force people who may be having a lot of stress in their personal life to deal with an additional stress load which could push them over the edge.
360 should never be used as a promotion tool. It is designed to help people learn and grow and not punish and reward. If you take it in the positive development approach you are more likely to get honest feedback from participants and more willingness to deal with the results by the person. If it is for reward and punishment, the dynamics change and it is less effective.
360 questions need to be directly related to what matters in your organisation. There is no point doing a 360 if none of the questions relate to areas of importance to your company. Do you want managers to work across information silos then measure it. Do you want managers to be inspirational leaders then measure it.
The boss goes first and shares their results with the management team. If you are serious about a 360, the boss should be the first person who has one and they should share the results with the management team. If they are not willing to be open and do the process, the company is not ready for a 360 generally.
Confidentiality is crucial. Every subordinate, peer, client and supplier who responds should have their results pooled and not be identifiable. This assists in ensuring they will give honest feedback.
Feedback is perception not proof. The results of a 360 are just people's perceptions of a person at that point in time. Something about their behaviour is triggering this result. Perceptions are not proof that a person is "bad" they are just showing something in the behaviour needs to be modified.
The process is more important than the forms. You need to ensure everyone is briefed beforehand (participant and raters) as well as ensure that you allow a good 2 hours with each person to debrief their results. The results can't be just mailed or handed to someone, they must be debriefed taking into account emotional reactions as well as action setting for the future.
No witch-hunts. There should be no witch-hunts over negative results. If a person decides to blame the raters and punish them then you quickly need to deal with it as a case of workplace bullying.
Follow these processes and you will have a powerful tool to make significant change in your company. Miss any of them and you will get a paper exercise or conversely one that damages people for life. It's your choice.
What Is A 360 Employee Performance Review - To learn more about this author, visit Ingrid Cliff's Website.
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I was talking with a manager about their employee performance review processes. This company had been doing them for some time and wanted to take their reviews to the next level.
"What about a 360?" I was met with a very stunned look.
"I didn't think you thought of me that way" came the reply. It was my turn to look stunned.
"No a 360 degree performance review process" was my reply.
"A 360 is where a person gets feedback on their performance from their peers, their subordinates, their boss and in some cases even suppliers and clients. That's why it is called 360 you get feedback from all around you."
A 360 is a very intense tool and not to be messed with. I have seen it create miraculous shifts in previously stuck managers and I have seen it plunge people into a major stress crisis. I have even seen people totally ignore what all the facts are telling them and stay on their track. It is only a tool for a mature organisation willing to take it seriously and implement it correctly.
Why? Imagine you are in a room, having a quiet coffee by yourself. All of a sudden in walk 20 of your employees, peers and your boss. They each proceed to tell you exactly what is right and wrong with your leadership, your knowledge, your teamwork, your technical skills and a host of other things. All you are allowed to do is listen. Now you can see why it is intense!
There are lots of tools on the market to help create a 360 many just focus on the forms and not the process (or the process to debrief and ensure the person remains stable!).
If you are looking at doing a 360 here are my best tips to help you create one that works for your business (no matter the tool you use).
360 should NEVER be mandatory. It should always be voluntary. If mandatory you will force people who may be having a lot of stress in their personal life to deal with an additional stress load which could push them over the edge.
360 should never be used as a promotion tool. It is designed to help people learn and grow and not punish and reward. If you take it in the positive development approach you are more likely to get honest feedback from participants and more willingness to deal with the results by the person. If it is for reward and punishment, the dynamics change and it is less effective.
360 questions need to be directly related to what matters in your organisation. There is no point doing a 360 if none of the questions relate to areas of importance to your company. Do you want managers to work across information silos then measure it. Do you want managers to be inspirational leaders then measure it.
The boss goes first and shares their results with the management team. If you are serious about a 360, the boss should be the first person who has one and they should share the results with the management team. If they are not willing to be open and do the process, the company is not ready for a 360 generally.
Confidentiality is crucial. Every subordinate, peer, client and supplier who responds should have their results pooled and not be identifiable. This assists in ensuring they will give honest feedback.
Feedback is perception not proof. The results of a 360 are just people's perceptions of a person at that point in time. Something about their behaviour is triggering this result. Perceptions are not proof that a person is "bad" they are just showing something in the behaviour needs to be modified.
The process is more important than the forms. You need to ensure everyone is briefed beforehand (participant and raters) as well as ensure that you allow a good 2 hours with each person to debrief their results. The results can't be just mailed or handed to someone, they must be debriefed taking into account emotional reactions as well as action setting for the future.
No witch-hunts. There should be no witch-hunts over negative results. If a person decides to blame the raters and punish them then you quickly need to deal with it as a case of workplace bullying.
Follow these processes and you will have a powerful tool to make significant change in your company. Miss any of them and you will get a paper exercise or conversely one that damages people for life. It's your choice.
What Is A 360 Employee Performance Review - To learn more about this author, visit Ingrid Cliff's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the Top 20 Most Influential Training Professionals. Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nations Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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