360 Feedback

360° Feedback
By Karen L. Wisotzkey

The 360° Feedback process, also known as multisource assessments, is being used formally and informally for purposes from employee development to performance reviews and pay increases. Although the informal approach does have some benefit, following through with implementing the formal process provides appropriate safeguards such as protecting anonymity and preventing invalid feedback.

The concept of 360° Feedback is to explore a performance measurement system that is more credible and reliable than a supervisor-only assessment. With feedback coming from peers, direct-reports, supervisors, and possibly customers there is a broader source of information. Also, since the feedback is coming from people who work directly with the employee it is likely that they have more valid information to contribute about the employee’s performance. With the anonymous feedback aspect, people are more inclined to be honest with their comments.

Because single source assessments may not accurately reflect the employee’s actual job performance, employees view feedback from multiple perspectives as fair, accurate, believable and motivational. Behavior change is more likely to occur when feedback comes from credible work associates. 360° feedback also provides employees with information about their personal strengths, as well as areas that are in need of development.

Mark R. Edwards, PhD. And Ann J. Ewen, PhD., creators of this approach, have written a book entitled 360° Feedback (published by the American Management Association), which can be used as a guide for implementing the program. In addition to providing the key steps for implementation, Edwards and Ewen offer valuable information on what not to do, give examples of how other organizations have handled certain snags, and help identify situations where this method may not be appropriate.