Developed in the 1970s, 360 or multi-person comparison performance appraisal has been an underused people development tool since it came on the scene. Why is this? Most organizations fail to plan for the culture change that must occur for the feedback system to be successful. More than one executive can tell horror stories about the disaster that followed the implementation of 360 feedback and development programs. However, when implemented correctly, 360 assessment tools can be a powerful catalyst for change.
If you ask a manager “How often do you get honest feedback on your performance?” most will answer “Never” or “I wish I had” or, worse yet, “Only when I do something really bad.” Using a 360 approach to management development puts an end to a manager’s lack of feedback, when implemented correctly. Implemented incorrectly, 360 feedback programs can turn into witch hunts or worse, terrifying backstabbing opportunities that leave the manger completely deflated.
Where should we start when implementing such a program?
First, create a team to start the conversation about the show. Include people from multiple levels and departments. You’ll want a strong team to help guide the process.
- Let the team evaluate and recommend the assessment tool
- Engage the team with the communication and change management plan
- Maintain team engagement throughout the implementation process
Second, start small. Choose a small group to start the process. That way you can iterate your program as you implement it. Rolling out a program company-wide, all at once, often leads to failure due to unknown roadblocks. Staggering the implementation gives the implementation team the opportunity to modify the process.
Third, educate everyone. Not only the manager, who will be the final recipient of the feedback, but also the people who will actually write the feedback. Don’t assume that everyone is comfortable giving feedback and that it doesn’t hurt to teach them how to do it in a positive way. Managers of managers also need to be educated to interpret feedback.
Fourth, get ongoing feedback from the manager you’re developing. What do they find useful about the process and what would they change? Be sure to iterate the process based on feedback.
Finally, have a development strategy in place before the first assessment arrives in the rater’s email inbox. Once you’ve identified areas of development, it’s up to you to help the person.
- What are the programs you are willing to implement to help them develop?
- How will you work with managers of managers to create change strategies?
- Does your 360 evaluation tool also provide development and training tools?
You can’t just give “feedback” and then assume that change will happen. You must enable the change. Multi-person benchmarking performance appraisal programs can be challenging to implement and manage, but once they’re in place, they’re one of the best tools available to HR professionals to help managers change their ways. Too often, a manager only learns by stumbling. Maybe we can make them more aware of the bumps in the road and help them get over them. Effective feedback tools can help and the 360 is one of the best.
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