Here at Balance at Work, we recently managed a 360 degree feedback survey that saw 1360 feedback surveys completed for 157 managers. Along the way, we learnt a few lessons about what can go wrong with a 360 degree feedback project and ways to make the process much smoother in the future.
Here’s a short list of tips to help you get the most out of your next 360 degree feedback exercise.
Before doing anything, it is important that you tell everybody who is being assessed and everyone providing feedback the basics of what a 360 is and how it works. We had several people confused about why they were asked to provide feedback for their line managers – they are so used to it only going one way. By providing a clear outline of the project and the expected outcomes, it will be more likely that the feedback given will be constructive and useful.
By providing a clear outline of the project and the expected outcomes, the feedback given is more likely to be constructive and useful.
Regardless of what system you use to conduct your 360 (we use Spidergap), it will take a little time for users to understand how to use it. In order to make sure you get the highest quality feedback, it is vital that all involved know what to expect in the process as well as what is expected of them.
We found it is important to give instructions around the criteria for choosing feedback providers, relationship titles and hints for providing useful feedback. It is always better to give clear, comprehensive instructions than to leave it to chance.
One of the biggest obstacles to getting useful, meaningful feedback is the source of that feedback. Having a balance between all relationships to the person being assessed is vital to making it a real 360. It is also important that those providing feedback feel confident in their ability to assess the person in question.
We had comments that people didn’t know someone well enough to feel comfortable providing feedback, a situation that would be avoided with more care in feedback provider selection.
Make sure the questions are relevant to the people you’re asking to provide feedback.
For example, questions about internal management procedures will be confusing if you are including customers in the survey. Feedback providers can make or break a survey, so consider carefully who you want to involve and what you hope to gain from their perspective.
By following these 3 simple steps, you can ensure your 360 degree feedback survey process runs smoothly.
"In a challenging role in a new organisation, coaching with Paula was the ideal time to reflect, problem-solve, brainstorm options and arm me with next steps in all areas - from staffing, internal politics and relationships to tackling key initiatives. The sessions were by video and face to face, both equally effective. Using video allowed for easy integration of sessions into my busy workdays without any hassle. Paula’s style of coaching quickly built trust so I felt safe being vulnerable, quickly getting to the heart of a number of issues and propelling me and my performance forward significantly!"
- Executive GM, People and Culture
"The last couple of years at batyr has seen incredible growth and the Balance at Work team has supported us along the way. They have helped us improve leadership skills across the team by helping us source and manage mentors, and even engaging as mentors themselves. As a young and fresh CEO Susan has also supported me personally with genuine feedback and fearless advice to achieve great things."
Sam Refshauge - CEO, batyr
"We used the Harrison Assessment tools followed by a debrief with Susan, for career development with staff, which then allowed us to work with Susan to create a customised 360 degree review process. Susan has a wealth of knowledge and is able to offer suggestions and solutions for our company. She is always ready to get involved and takes the time to show her clients the capability of Harrison Assessments. "
Jessica Hill - Head of People and Culture, Choice
"Balance at Work are the ideal external partners for us as they completely get what we are trying achieve in the People and Culture space. Their flexibility and responsiveness to our needs has seen the entire 360 approach being a complete success. The online tool and the follow up coaching sessions have been game changers for our business. The buzz in the organisation is outstanding. Love it! Thanks again for being such a great support crew on this key project."
Chris Bulmer - National GM Learning and Development, ISS Australia
"We use Harrison Assessments with our clients to support their recruitment processes. We especially value the comprehensive customisable features that allow us to ensure the best possible fit within a company, team and position. Balance at Work is always one phone call away. We appreciate their valuable input and their coaching solutions have also given great support to our clients."
Benoit Ribe - HR Solutions Manager, Polyglot Group
"The leadership team at Insurance Advisernet engaged Susan from Balance at Work to run our leadership development survey and learning sessions. Susan was very professional in delivering the team and individual strengths and opportunities for growth. Susan's approach was very "non corporate" in style which was refreshing to see. I can't recommend Balance at Work more highly to lead employee and team development sessions."
Shaun Stanfield - Managing Director, Insurance Advisernet