Introduction

360° feedback has been used in organizations for many years to measure various aspects of performance – skills, styles, and competencies – from a variety of individual/group perspectives. These usually include the participant, who self-assesses, his/her manager(s), direct reports, peers, and internal/external customers (the respondents). Results are summarized and shared with the participant, with an eye to development of an action plan to capitalize on strengths and resolve gaps in performance. 

A successful 360° feedback process is more than a questionnaire and feedback report. It includes solid planning, administration, questionnaire design, feedback reporting, and development planning and follow-up. Commitment to the process must be demonstrated and fostered right from the outset. Successful 360° feedback programs involve all stakeholders. When management, participants and respondents are involved in all stages of the process, success can be seen not only in a better 360° product, but in payback from open communication, continuous learning, and honest feedback that come from a successful development process. This also follows in terms of participation in the program itself. How better to endorse a 360° feedback program than if everyone from the top down participates?

This articlle provides an overview of key issues to consider when selecting and implementing a 360° feedback program.