The input of 360 degrees is a method or program in which people who work with employers in a single working circle receive anonymous confidential input. This system is also referred to as Multi-source, Multi-Rater, or Multi-Source Feedback. In most cases, 360-degrees feedback includes feedback coming directly from an employee’s peers, subordinates, supervisors, and self-evaluation (Lepsinger & Lucia, 2009). In this system, a randomly selected number of employees, about eight to twelve in number, are given the task of filling out online feedback. The form is usually anonymous and asks questions about competencies at the workplace. The feedback form comprises of questions which are measured on a scale. The forms also ask the raters to comment in-depth in writing. The recipient of feedback will also complete a personal survey containing identical questionnaires to those of his peers and colleagues who have answered in the forms.
In addition to assessing the abilities and attitudes of workers, 360 degrees offer insight on how their peers view an employee, discuss abilities such as preparing, listening, and setting goals and focuses. on outside areas such as character, teamwork, leadership effectiveness. Moreover, leaders and managers within organizations can also be able to have a better understanding of their weaknesses and strengths by using a 360-degree feedback survey. The method of 360 degrees feedback tabulates the results and can automatically present them in a format that can be implemented by the feedback received in coming up with a development plan and also map specific paths in their development. Responses from individuals are often put together with responses from other people who belong to the same rater category (for example, direct report, peers) to give the employee a better and simpler description of her limitations and strengths in general or his highest. Furthermore, it also serves to serve in preserving anonymity.
Feedback from 360 degrees is also a key development tool for people who have no management role. A non-manager 360 degrees assessment does not measure feedback from 360 degrees because there aren’t any reports though similar principals would still be applicable. 360 feedback for non-managers is crucial in ensuring individuals are exceptionally effective in their roles and can also help them understand the areas they should focus on in case they plan to move into any managerial position.
To incorporate the 360 feedback effectively, the company has to choose the feedback mechanism and the feedback method. This means that all the appropriate software and procedure is understood and can be used with minimal difficulty for all the users. Secondly, the organization must carefully and professionally select raters. This will ensure individuals who give their opinions have sufficient knowledge concerning the recipient of the survey. Also, it ensures that factors such as age group, sex, and position of the raters about the individual being rated are taken into serious cognizance. The organization should then use feedback in achieving its vision, mission, and goals. Lastly, the organization should review the feedback and then integrate the process into a bigger performance management system (Atwater & Brett, 2005).
- Lepsinger, R., & Lucia, A. D. (2009). The art and science of 360-degree feedback. John Wiley & Sons.
- Atwater, L. E., & Brett, J. F. (2005). Antecedents and consequences of reactions to developmental 360 feedback. Journal of Vocational Behavior, 66(3), 532-548.