In seeking ways to further an organizations success and maximize its assets, starting with a realistic picture of what exists is critical. A very successful tool that is underused is the 360-degree survey, which we explore and highlight in this article.
The 360-degree survey is a request for feedback about performance from managers, direct reports and peers of the individuals being evaluated. Since the feedback comes from sources above, below and at the peer level, it is commonly referred to as a 360. This tool is designed to give individuals rich and broad feedback about specific strengths and weaknesses in their performance.
This is a simple tool to implement for immediate results. The growth of computerized systems make this administration tool very inexpensive and efficient. More importantly, 360-degree surveys help address some of the performance management time constraint issues that emerged with the down-sizing of organizations. The tool provides a vehicle for identifying and addressing performance strengths and gaps, leading to better performance achievement and development discussions. Finally, the 360-degree survey has become more prominent as leaders realize new levels of collaboration and alliance are required both internally and externally to the company. This tool captures the strength (or weakness) of those skills and reinforces the necessity of them.
Designed properly, 360’s identify and measure the 7 – 10 most important competencies (see Talent Journey’s June newsletter for definition of competencies) needed for business success. The unique strategy and culture of an organization are cornerstones to identifying the most relevant competencies. For this reason, “off the shelf” 360-degree surveys rarely fit the specific needs of an organization. It is to the benefit of the organization to customize the 360-degree survey to reflect its unique business success factors.
There are many advantages to utilizing a 360-degree survey. They include:
More Accurate Feedback. Multi-rater surveys are more balanced and accurate. Without this type of instrument, it is at the discretion of the supervisor or manager to evaluate an employee’s contributions to the organization. This can lead to either over or understated assessments of performance. Multi-rater input provides assurance that no single individual’s perception “speaks alone”. It is beneficial for both managers and employees to get this performance feedback from a variety of people with whom the employee interacts in order to convey an accurate assessment of the individual.
Varied Perspectives. Multi-raters ensure the overall feedback is more comprehensive. Perceptions of behaviors often times differ across personality styles and work groups. The same behavior exhibited in one scenario can be perceived in a positive light and be deemed less attractive in another scenario. Often, these differences reflect the personality style of the person giving feedback or the departmental culture. For example, a manager may view the competency of “customer focus” differently than a colleague or customer would. The perception depends on the expectations, personality style, and type of exposure each rater has with the individual being rated. The opportunity to receive performance feedback from a variety of participants provides a more well-rounded view of the individual’s competency.
Approach Eases Anxiety and Engages Participation. A carefully designed and communicated 360-degree survey provides anonymity and a collegial feel for participants. When designed well, much of the typically anxiety associated with evaluations can be partially diminished. The individuals being evaluated, as well as those providing feedback, are positioned to be treated fairly and objectively. This results in a safe learning environment where all parties have the opportunity to grow and develop without punitive repercussions.
Opens Up Dialogue. The 360-degree survey tool provides companies with a launching pad to continue, or begin honest and caring discussions. Open dialogue emerges when feedback is treated as a learning opportunity and conversations are bathed in care, sensitivity, and truth. Though most employees can be somewhat nervous about their 360-degree results, they are also curious and interested. The majority of employees want to grow and develop and will respond well to feedback delivered in a positive environment. The dialogue can be even more successful and objective when the results are not tied to performance reviews and merit, but instead are leveraged as a pure learning and development tool.
Appropriate performance and career development. The 360-degree survey adds perspective in assessing an individual’s competency and career advancement potential. We have all seen examples where employees were promoted and precious dollars were spent training an individual for a job they were not well suited. The 360-degree survey can help corporations better position their employees for success. Taking it one more step, the 360-degree survey can be used to help place stellar employee in increasing responsible positions to advance the company’s success. Development plans written in response to the 360-degree survey results motivate employees to grow, develop and stay dedicated to the firm.
Assesses Strengths and Gaps in Teams. In addition to evaluating individuals utilizing a 360-degree survey, the results can also be tabulated to evaluate the strengths and gaps of a team or department. This analysis provides information to help assign projects and goals consistent with strength areas within the teams. The information can also be used to develop a group training plan. In both cases, resources (whether people or training budget dollars) are utilized more intentionally and effectively when objective multi-rater performance data is collected.
Communicating Business Expectations. One “by-product” of instituting a 360-degree survey is that all participants clearly understand the company’s core competency expectations. A 360-degree survey powerfully communicates these expectations to all participants. As Demming states, “we improve what we measure.” Backing up a step, the actual process of defining and narrowing the core competencies generates consensus and alignment among the leadership team. The power of this discussion should not be underestimated. Through the 360-degree survey design and implementation process, everyone in the organization becomes acutely alert to the key performance drivers within the organization.
Although the main advantages are explored in more detail in this article, the trickle-down effects can also be beneficial. It is advantageous for corporations to use information gleaned from the 360-degree process to update job descriptions, improve internal relations, and bring teams back to the mission and goals of the organization. Implementation of this type of survey is for everyone. It clarifies strategy, improves performance and grows the competency of your people.
Worldwide Copyright TJ Associates, LLC Diane Brown
