This document discusses the 360-degree feedback evaluation model and its benefits. It provides an overview of 360-degree feedback, describing it as an assessment tool that gathers feedback from an individual's subordinates, peers, and managers to evaluate their competencies and improve performance. The document outlines how 360-degree feedback can benefit organizations, programs, and individuals by developing leadership skills and strengthening performance. It also provides best practices for implementing a 360-degree feedback program, including establishing purpose, selecting raters, interpreting results, and developing action plans.

1. THE 360-DEGREE
FEEDBACK EVALUATION
DESIGN:
Motivating Leaders, Strengthening Programs, and Advancing
Organizations
By
Natosha Word LMSW

2. PERFORMANCE
EVALUATIONS…WHO CARES?
Society for Human Resource Management (SHRM) – The 2000
Performance Management Survey
 HR professionals reported that many executives and
managers did not use their performance management
system
Towers-Watson- 2012 Global Workforce Study
 Only 44% of organizations do an effective job of using
technology to deliver the performance management
process

3. PERFORMANCE
EVALUATIONS…WHO CARES?
Research firm I4CP- 2013 Keys to Performance Management
 55% of respondents stated existing performance
development processes had a positive impact on
their organizations
 28% believed their organizations were effective at
performance management
SHRM- 2014 HR Professionals’ Perceptions About Performance Management
Effectiveness
 53% of HR prof. gave their organizations C+-B
21% gave a C
2% gave an A

4. WHY WE DON’T CARE
https://www.youtube.com/watch?v=pciLAbaxO
Rk

5. A POWERFUL NEW
MODEL FOR EMPLOYEE
ASSESSMENT
The 360-Degree Feedback Model

6. WHAT IS A 360-DEGREE EVALUATION DESIGN?
 An assessment and evaluation instrument
 Known as a multisource or multi-rater evaluation system
 Utilized to evaluate and enhance job performance skills
 Measures behaviors and competencies
 Assess program effectiveness and intent

7. HISTORY OF THE 360-
DEGREE FEEDBACK
 First used by the German Military during World War II
 Utilized by T-Groups during the same time as WWII
 Gained momentum after being used by Esso Research and
Engineering Company in the 1950’s
 It’s suggested that the first 360-degree instrument was created in 1973
by Clark Wilson, PHD (Survey of Management Practices)
 Most organizations understood/accepted the multi-rater concept by
the 1990’s

8.  Influences salaries
 Outdated evaluative criteria
 Hierarchical one-way
 Lacks improvement guidance
 Identifies weaknesses
 Decreases morale
 Inspires professional growth
 Newer model/research based
 Multiple reviewers
 Increases skill knowledge
 Identifies strengths & weaknesses
 Facilitates behavior change
WHAT’S THE
DIFFERENCE?
Traditional Evaluation Models 360-Degree Feedback Model

9. WHO UTILIZES THE 360-
DEGREE FEEDBACK
MODEL?
Professionals seeking growth and longevity…

10. EDUCATIONAL
INSTITUTIONS
School principals rarely receive
feedback that would improve their
leadership. Often, feedback is task
centered.
With the 360-degree feedback model,
principals have the opportunity to
gain trust and respect from co-
workers and staff.

11. EDUCATIONAL
INSTITUTIONS…
 Principals/Leaders feedback:
• Teachers
• Parents
• Fellow principals
• Guidance counselors
• Social workers
• Office staff
• Students
 Managerial self-awareness (MSA) accomplished
• Strengths & Weaknesses
• Skills
• Personality/abilities

12. HEALTH CARE
INSTITUTIONS
Studies suggest that the 360-degree
feedback method improves emotional
intelligence (EI) in physicians.
Professionalism, interpersonal and
communication skills are 2 of the 6
core clinical competencies that if
strengthened will improve the EI of
physicians.

13. HEALTH CARE
INSTITUTIONS…
 Physicians/Leaders feedback:
• Nurses
• Therapists
• Pharmacists
• Other physicians
• Social workers
• Patients
 Relatively new in the health care organizations
 Significant reduction in disruptive behaviors & behavioral complaints
 Improves patient satisfaction & adherence to treatment regimens

14. SPORTING ARENA
The role of a coach is essential to the
performance of any team or athlete.
Understandably, many believe that sports
play an important role in our economic,
political, cultural and social world.
In the sport arena the coach-athlete
relationship is imperative to improving
sporting success. The 360-degree feedback
model helps coaches understand their roles
in the organizational success.

15. SPORTING ARENA…
 Coaches/Leaders feedback:
• Athletes
• Other coaches
• Parents
• Sponsors
• Fans
• Line managers
• Administrators
• Support staff
 Successful performance management, effective problem solving and work
habits

16. BENEFITS OF USING THE
360-DEGREE EVALUATION
MODEL
More Than a Salary Increase…

17. PERSONAL BENEFITS
 Multiple perspectives
 Relationship & trust
 Understanding strengths & weaknesses
 Increased job satisfaction
 Individual ownership for self-development
 Leadership development
 Improved communication
 Performance improvement
 Generates accountability

18. ORGANIZATION
BENEFITS
 Amplified productivity & quality
 Extremely developed workforce
 Increased promotions from within
 Creates a interactive learning culture
 Improves managerial skills and behaviors
 Produces competent leaders
 Aligns organization vision with strategy
 Spawns training needs assessment
 Builds organizational longevity

19. PROGRAM BENEFITS
 Program intent
 Impact assessment
 Continuous research
 Permanence
 Recurring Funding
 Cost cutting
 Exploration/new initiatives
 Evidence & Justification
 Integrated implementation

20. HOW 360-DEGREE
FEEDBACK COULD FAIL
 Lack of participation from upper management
 Not aligned with organization mission/vision
 Lack of communication/trust
 Poor planning
 Inappropriate delivery of feedback
 No development plan
 No follow up
 Lack of confidentiality
 Vague questions

21. BEST PRACTICE
How to use the 360-degree feedback model

22. BEST PRACTICE METHOD
360-
degree
Establish
purpose
Clarify
Anonymity
Prepare/Plan
ImplementReview &
Interpret
Develop
action plan
Follow-up

23. ESTABLISHING PURPOSE
Strategic Needs/ Specific Purpose
______________________________________________
Management
Development
Succession
Planning
Performance
Management
Coaching
Career
Development

24. CLARIFY ANONYMITY
What data is confidential
and anonymous?
Enforce
confidentiality
agreements
Written comments
transcribed or
summarized?
What feedback is
shared with a person’s
manager?
How will results be
used? Integrated?
What is the minimum
number of respondents?

25. PREPARE/PLAN
 Define objectives
 Communicate purpose
 State expectations
 Disclose anonymity

26. IMPLEMENTATION
C
oCommunication
A. Presentations
B. Individual Meetings
C. Written briefings
Control
A. Roll out over a period of time
B. Careful scheduling
C. Good tracking system

27. REVIEW AND INTERPRET
Competencies that make a
difference to the organization
Discovering strengths
as the primary focus
Tailor results to
individual positions
Constructive & easy to read
results. Graphical & chart
data?

28. DEVELOP ACTION PLAN
Specific
Measurable
Attainable
Relevant
Timely
S.M.A.R.T.

29. DEVELOP ACTION PLAN
Provide Resources
_______________________________________________
Training
Mentoring
Self-
study
Job
Rotation
Coaching
Funds
Materials/
Staff

30. FOLLOW-UP
1. A follow-up should be conducted six
months to a year.
2. Change/behavior is hard and often
requires reminders.
3. Revisit a post 360-plan periodically.

31. 360-DEGREE MODEL
DESIGN
Create your survey or use an already designed survey?

32.  Tailor content for specific
requirements
 Good for larger organizations
 Companies w/well established and
publicized leadership models
 Organizations w/ample HR
resources
 Saves time
 Benefit from expertise of others
 Benchmark data-compare
organizations
 Good for small organizations
 Better for new organizations with
limited HR resources
BUILD OR BUY?
Build Buy

33. DESIGN SELECTION
Several 360-degree instruments can be found online:
 Center for Creative Leadership www.ccl.org
 INSEAD Global Leadership Centre
http://centres.insead.edu/global-leadership
 3D Group www.3dgroup.net
 SelfStir Business www.selfstir.com (free)

34. CREATE YOUR OWN
 Your organization/program is unique
 Tailor survey to your organization/program
 Design survey around observable behaviors & performance-Not opinion
 Be mindful that your instrument is a research tool
 Create space for unstructured comments
 Invest in professional consultation
 Be time conscience

35. THINGS TO CONSIDER WHEN
CREATING YOUR OWN MODEL
 Identify competencies & expectations of your organization
1) Competencies- tied to values, mission, and strategy
2) Work with leaders- share knowledge/increase buy-in
 Differences by level
1) Creates an atmosphere of fair-mindedness
2) Specific behaviors and requirements differ depending on level of
employment

36. THINGS TO CONSIDER WHEN
CREATING YOUR OWN MODEL
Identify position-specific competencies
1) Does not require creating different 360-degree models
2) Add specific competencies for key positions and functions
 Quantitative vs. Qualitative
1) Quantitative allows for identifying strengths and weaknesses
2) Qualitative offers insight into specific issues

37. RATER SELECTION
The importance of rater selection for buy-in

38. SELECTING RATERS
 Rater selection is important to ensure buy-in and feedback results
 Self, management, and direct reports are always included
 External customers add unique perspectives on behaviors &
service
 Raters should have worked & known participant 4-6 months
 Raters should have frequent interactions w/participants
 Raters should understand participants role & job duties

39. TYPICAL RATER
SELECTION
1) Selected by participant based on
guidelines
2) Selected by direct managers
3) Selected by HR w/specific
guidelines (i.e. all peers must be
included)
4) Selected using collaborative
process by participant and manager

40. BUY-IN
 It’s benefits
 How it works
 Who will see the feedback results
 How and when results will be
communicated
 What the results are used for
 Who will participate (mandatory?)
 How raters are selected and their
roles

41. EFFECTIVE
INTERPRETATION AND
DELIVERY OF FEEDBACK
Access, Results, Interpretation and Feelings

42. ACCESS AND RESULTS
 The employee and a neutral feedback facilitator should have access to
the feedback reports
 As a rule, managers should not be allowed to interpret results or
handle feedback themselves
 Never allow employees to receive feedback in a printed form or online
report
 Feedback should be interpreted and delivered by professionals
experienced in delivering 360-degree feedback (H.R. or external
consultant)

43. INTERPRETATION
Feedback coach- Specialized skill
 Familiar with typical reactions/assists with handling feedback appropriately
 Assist with interpretation via open dialog over time
 Inspires employees to look within themselves and examine behavior
 Teaches employees to reflect on their interactions with others
 Encourages employees to examine their own performance while being honest
about needed development
 Emphasizes common themes of the raters to reinforce intended messages
Assesses data

44. HUMAN NATURE AND
FEELINGS
 Receiving feedback can invoke as much fear as public speaking
 Accepting feedback from others takes us out of our comfort zone
 Negative feedback is often viewed as rejection (vulnerability &
defensiveness)
 Undesirable feedback may threaten self-concept
 Our most intense emotions come from relationships; negative
feedback interrupts our relationships
 For many, our place within an organization defines who we are

45. SAMPLE REPORTS