Follow-up and Development Planning 

360° feedback questionnaires and reports compare participants’ and respondents’ perspectives in terms of what has happened to date. Follow-up and development planning takes that information and moves forward with facilitated discussions and activities to help the participant develop strategies for capitalizing on strengths, resolving gaps in perception, and ultimately, moving toward a more direct, less instrument-based feedback and development model.

We believe that a 360° feedback program should not be undertaken if facilitation of report interpretation and development is not included in the process. Our experience and research leads us to believe that simply handing a report to participants and leaving it to them to plan frequently results in skewed interpretation of feedback, and no planning. In fact, the lack of support and coaching may negatively affect a participant’s confidence and jeopardize relationships with respondent groups. We follow these steps when conducting a discussion with individuals or meeting with groups of participants:

1. Review the data gathering process.
2. Explain why data was included or excluded in the report.
3. Walk through the sections of the report, explaining how the data is organized.
4. Using samples, discuss what the potential comparisons (higher/lower, the same ratings, etc.) between participant and respondent data might mean.
5. Allow participants to review their reports. We tend not to intervene except to respond to comments and questions, or to ask questions where we see an “interesting” comparison.
6. Discuss next steps, and plan action to take for development. We typically provide planning templates and tools. We suggest participants develop an action plan and discuss it with their respondents to gain their input and support, rather than discussing “the numbers.” Our preference is to emphasize “moving forward” with plans rather than spending too much time “looking back” at results. As part of this discussion we also explore how participants and their respondents can plan support and follow-up activities to maintain the momentum of any plans made.

Where we have been able to repeat the 360° process with participants, we have found that this approach has produced positive results in terms of improved working relationships. This is often supported by improved 360° feedback results.