Making feedback a 360 experience

360 degree (or multi-rater feedback) is used by a lot of large multinational organisations across the region and I'm regularly asked whether 360 processes should be used in their organisation.

360 degree feedback is a process whereby individuals receives feedback about the way they operate or behave at work from amongst others, their colleagues, peers, superiors and, in certain instances, customers.

The results are collated and shared with the individual concerned, usually by a manager trained in the process, so that the trends and themes can be discussed as part of the feedback.

The primary benefit of the process is that individuals receive information about their behavioural performance from a range of different perspectives.

Following the feedback process, the individual can then take forward development activity in the workplace, so that they can grow their capability, advance their career and ultimately benefit the organisation with a more self-aware and talented individual.

Caution required

It all sounds great but there is some caution required if this process is to work successfully. Not all organisations are the same and the culture of the organisation may not actively promote and support such an open and developmental approach.

Under ideal circumstances, 360 degree feedback is used as an assessment for personal development rather than evaluating an individuals' performance for appraisal or rewards.

Organisations that experience success with this type of processes are likely to have many environmental attributes present such as:

- The organisation sees development as an important feature of the way it operates and as such fosters individual growth, and uses constructive feedback as opportunities for improvement rather than highlighting mistakes and a lack of capability.

- Colleagues, managers and those people involved in the assessment process are briefed before the assessment about the purpose of the process, how the data is used and the need for honest and reliable feedback based upon their observations of the individual in the workplace.

- Feedback is properly managed and facilitated by trained managers with supporting materials and activities provided to help individuals make the necessary behavioural changes after the process has been completed.

I've seen many organisations rushing into using the 360 degree process without laying the foundations for success and the typical errors that I have seen revolve around:

- Implementing the whole process without clear and transparent communication; this merely creates suspicion about the motives behind the process.

- Linking the feedback to pay and reward assessments or promotion decisions. If you can't make those decisions without this data then there is something wrong with your existing systems or managers (or both!)

- The ability to be able to link ratings and comments to a certain individual who provided feedback which in turn has caused some resentment and issues between colleagues.

- Using the process as a quick and easy way to drive development in the organisation without providing any supportive coaching, training or development interventions that can help people improve their capability.

Don't get me wrong; 360 degree processes have been proven, in the right organistions, to be a powerful and constructive way of driving behaviour change.

However, there is no amount of data that can actually improve productivity, increase engagement and promote development, and, if you were honest, any well-designed and implemented performance management process should be able to do exactly the same.

In the wrong environment, the 360 degree processes, can "damage your organisation's health". Be respectful of the power of the process and carefully evaluate the timing and capability of your organisation to maximise the process and drive forward the sort of improvements you would want to see coming out of this approach.

Dave Millner is consulting director of Kenexa EMEA and director of Kenexa HR Institute.