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360-degree (multi-source) feedback is powerful because it makes it easy to gather and report credible feedback about important issues that are otherwise hard to quantify. Like any powerful tool, it needs to be used with care in order to derive all the benefits. Here are seven recommendations for avoiding problems. 1. Learn about the technology before you invest in it. Multi-source feedback programs come in many forms, with very different capabilities and limitations. Much is possible now that was not dreamed of a few years ago. Innovations in 360 systems make feedback easier, more accessible, more affordable, more flexible and more versatile than ever. Not all 360-degree feedback publishers are innovating at the same pace or in the same direction. These new developments create a challenge for the prospective user who is learning about 360 alternatives. However, a thorough, up-to-date knowledge of whats available now will ensure that you get the maximum capability for the least amount of investment. 2. Make sure your organization is prepared for 360. The degree of readiness can be improved by addressing the following areas: · The climate of trust · Organizational stability · Feedback practices · Development practices · Awareness and acceptance of 360 · Availability of computers 3. Use well-researched, well-constructed survey items. A 360-degree feedback assessment is only as effective as the items that make up the survey. The best surveys are carefully constructed and validated for the local organization. 4. Protect confidentiality. People are willing to give honest feedback if they believe that doing so will benefit them and the people receiving the feedback. You should establish policies and procedures that keep ratings anonymous and give supervisors only the summary data they need - and no more - to help the individual improve their performance. 5. Use skilled facilitators. When people receive 360 feedback the first time, they often need help accepting, understanding and making use of their feedback. These meetings should be led by people who know how to make this process successful. 6. Follow up. Don't make the mistake of thinking that 360 by itself will improve performance. It can cause strong motivation to change in many people, but individual development planning, coaching and empowerment of developmental activities are essential. 7. Separate developmental feedback from personnel and compensation decisions. 360-degree feedback is best used for measuring hard-to-quantify aspects of work behavior, such as interpersonal skills. Reward systems are expensive, so are best applied to reinforce desired results. It's a mistake to apply rewards to the work processes rather than work outcomes. Follow developmental feedback with developmental activities, not rewards.
Article Source: http://www.articledestination.com
Dennis E. Coates is CEO of Performance Support Systems, author of MindFrames, a brain-based personality assessment system (www.initforlife.com) and co-founder of the Train-to-Ingrain alliance (www.train-to-ingrain.com, info@train-to-ingrain.com, 800-488-6463), which delivers a reinforcement-centered approach to learning and development that achieves permanent, measurable improvements in workplace behavior and positive impacts on business results.
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