360º Feedback: Maximising its Impact
Human Assets are currently working with a number of organisations to design and implement 360º feedback processes for senior managers. 360º feedback is used by many organisations, both for appraisal (linked to pay and promotion) as well as developmental purposes. However, it is often a time consuming process for those asked to rate participants and can be costly if rolled out over large numbers of participants. So, how can you be sure you are getting the most out of the process in terms of improved performance and what can you do as an organisation to maximise these benefits?
The research
We summarise the key findings from a recent article concerning the extent to which 360º feedback improved performance. The researchers offer a theoretical model which demonstrates how broad factors play a role in determining the extent of behaviour change and performance improvement following multi-source feedback. Six of the factors are outlined below:
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Initial reactions to the feedback: Immediate reactions to feedback (positive or negative) are affected by the credibility of the source of the feedback. These reactions have direct ongoing relevance to subsequent behavioural changes.
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Personality: Conscientiousness, emotional stability and openness to experience were all positively related to performance improvement after 360º feedback.
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Perceived need for change: Participants who received unfavourable feedback typically perceived the need for change more acutely than others and were more likely to set goals (if they believe change is feasible) leading to improved performance.
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Beliefs about change: Those participants with high levels of self-belief or low levels of organisational cynicism engaged in more developmental activities and showed higher levels of performance improvement.
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Goal setting: Participants who receive negative feedback are more likely to set goals for improvement, although this is influenced by the ability to participate in development programmes following feedback.
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Support for action: Performance improvement after receiving feedback is clearly helped if the participants can take appropriate action fairly readily (e.g. working with a coach or participating in appropriate developmental activities).
The practical implications
Many organisations use 360º feedback for appraisal and development purposes. Current research shows the process is valuable, especially when the following considerations are taken into account:
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Ensure the competencies assessed in the 360º feedback are bespoke and relevant to your organisation and the role of the participant. This will ensure the feedback is considered credible and that goals set are directly relevant to individual and organisational performance.
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Give careful consideration to who is asked to give feedback to maximise the credibility of the source of the feedback. Also make sure that the feedback process is entirely professional and that recipients cannot excuse the feedback due to a faulty process.
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Ensure the feedback cannot be 'shrugged off'. Ideally, this means having a meeting with the participant at which the feedback is discussed and an action plan is drafted.
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Use the feedback meeting to stress the importance of action and to bolster participants' beliefs about their ability to improve.
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Recognise that some individuals will need more support than others to benefit from the process.
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Set the 360º feedback in the context of a wider developmental programme (e.g. executive coaching, training, development centres).
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Encourage a culture of open feedback.
How Human Assets can help
Human Assets are leaders in the field of bespoke HR Solutions. We have helped many organisations by producing tailored competency frameworks and 360º feedback processes closely aligned to the frameworks. We have provided independent feedback to the participants and helped them in their development. This includes formulating development plans, ongoing executive coaching, training courses and development centres.
If you would like to find out more, please contact our consultants at enquiries@humanassets.co.uk or on +44(0)20 7434 2122.
Reference
Smither, J.W., London, M. & Reilly, R.R. (2005) Does Performance Improve Following Multisource Feedback? A Theoretical Model, Meta-Analysis, and Review of Empirical Findings. Personnel Psychology, 58, 33-66.
Newsletter: May 2005