360 Degree Feedback

psychometrics direct_features and benefitsWhat is 360 degree feedback?

360 degree feedback is also known as “multi-rater feedback”, “peer appraisal” or “360 degree appraisal”. It dates back to just after World War II and grew slowly in popularity over a number of years and through various incarnations.

For example the “T groups” started by Kurt Lewin in the 1940′s were credited with being an early form of 360 degree feedback and they are credited by people like Daniel Goleman with creating the type of environment where those who took part were more motivated towards achieving their goals than those who had not taken part.

360 degree feedback then grew slowly in popularity with companies like IBM, Johnson & Johnson and Xerox Corp who used it from the 1980′s onward.

The take up then gathered pace from the early 1990′s  onwards when it was used to provide an extra feedback element to those who would normally receive feedback only from their line manager. With 360 degree individuals  receive feedback on their performance by those around them who are often more familiar with what they do and how they do it.

The person at the centre of the process creates their own self assessment which is then compared against feedback from colleagues, direct reports, peers, managers, customers or clients. In fact they can choose anyone whose opinion they respect and who is familiar with their work. Increasingly as organisations outsource, work in joint ventures and other forms of partnership their working relationship may be best viewed and assessed by someone not in their own organisation at all. This multi source approach can give real insight into how a range of colleagues see them as a person.

Leadership360 is our on-line system which allows you to run 360 degree feedback simply and effectively. The reports produced generate the information necessary to provide feedback to develop your senior, middle and first line leaders.

In these interesting times of Mergers and Acquisitions, financial turmoil, globalisation, the quest for greater organisational performance, issues of leadership competence and business uncertainty leaders and their businesses need to evolve and create new and innovative ways of working. Companies are developing and re-inventing themselves and their people need the capacity to learn and adapt quickly.



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