360 feedback is a mechanism to provide Leaders with feedback from colleagues and often customers, that will help them understand their areas of strength and areas requiring development. We have reviewed how 360 has been used in organisations and the circumstances required for it to be an effective tool.

Our research has shown that 360 feedback is obtained in organisations through a number of mechanisms

• The collection of quantitative data occurs through questionnaires, on line or paper. A feedback report is produced and given to the “subject”
• At senior levels One to one or group facilitated interviews are often used and the feedback provided to the subject by an external facilitator
• Most organizations use a combination of boss, peer, subordinate, and less occasionally external customer input.
• Unfortunately most organisations use the process as a once off exercise and it is not integrated into a development plan or revisited to assess progress.

Why 360 can be ineffective

Through our research we have come across many organisations which have invested valuable resources into designing a system, implementing and then falling down on the follow up and measurement piece which negates the whole process. Our research indicates that the process can fail for the following reasons:

• Lack of clarity in defining the purpose of the exercise
• Lack of leadership buy in, no clear champion
• Lack of robust discussion around the findings of the exercise
• The exercise being perceived as a one off without any clear linkage between the feedback and career progression or performance improvement
• Lack of relevant communication with the respondents acknowledging their input and the changes they will observe
• Lack of flexibility in the data capturing tool

Steps for ensuring an effective 360 Project

• Be clear about the purpose ensure people know the context, the potential benefits, what will be delivered and what happens next.
• Get Leadership buy-in. Start at the top. Identify a champion at the most senior level who believes in the value and is prepared to participate themselves in the exercise.
• Communicate with all stakeholders, especially respondents and explain the importance of the process. Receiving feedback can be difficult for many people so identify those people who are most likely to resist and attempt to question the output. Spend particular time with them explaining the value and above all ensure the integrity of your project
• Facilitate understanding. Once the feedback reports are completed provide recipients with facilitated feedback with a professional who can help identify areas for concern, strengths and development zones.
• Measure improvement. Decide a date for a re run of the 360 feedback process and compare results and perceived performance improvement
• Integrate with your performance management system. The purpose of the 360 is to provide performance feedback, it should feed into performance discussions and the identification of development need through the creation of a structured development plan.
• Ensure you data collection tool provides you with maximum flexibility. There are many 360 tools on the market. But remember the tool itself will only be part of the success. Communication, facilitation and follow up are the other important ingredients.