How Can You Build Support for 360-Degree Feedback?

Any organization can benefit from a well-administered program of multi-source feedback, if it has prepared the way for this new technology. However, implementing 360 is not as simple as installing a software program and leading a few workshops. If conditions are not right, the process may not be accepted or supported. People with influence may resist the new technology.

Supervisors may be anxious about how the tool will change one of their traditional leadership roles: that of evaluating performance.

The first question is whether people are willing to try it. Have their concerns been dealt with? Are they prepared to accept credible, realistic feedback?

Also, does the organization know how to use the information properly? Is it willing to help participants make the best use of their feedback? Managers must learn how to prepare their organization for the introduction of 360.

The following actions tend to build support for 360:
· Provide information
· Focus on the benefits
· Conduct a successful pilot
· Use for developmental purposes only
· Plan for follow-up developmental support
· Involve participants in resolving issues and setting parameters
· Use an experienced consultant to learn the process

The benefits are real, and people need them. The first experience of multi-source feedback can by itself dramatically improve the climate of interest and acceptance for follow-on projects. Participants typically acknowledge the validity and value of the feedback; and the data bring priorities into focus and spark motivation for self-development.

Still, the opposite can occur. Also, adopting 360 can alter the way people communicate with each other and their managers. Even if these changes are beneficial and even if current performance review or appraisal practices are not working well, some managers may be reluctant to adopt new methods.

When certain conditions are established, it is much easier to introduce 360 successfully. You will find it useful to evaluate seven areas of your organization's culture before taking steps to implement 360:
1. The climate of trust
2. Organizational stability
3. Feedback practices
4. Development practices
5. Awareness and acceptance of 360
6. Availability of computers

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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