A 360° feedback project should be a hopeful, constructive process, giving voice to employees and helpful input to managers and executives. If it is to work like that, both participants and raters need to know why they are engaged in the feedback process, how it will unfold, and how they can get the most out of it. They also need to have any questions or concerns they may have taken seriously and answered. This is work that the company must do well in advance of the actual project. Once questionnaires are emailed for completion, and there is time pressure to get the project completed, it’s too late. It’s unlikely that any input on the value of the process will be heard at this stage.
The participants
It is important to ensure that participants:
– Know how this forms part of leadership development and training in the company
– Understand the 360° feedback process and how valuable it can be if used properly by themselves and their manager
– Know how their raters will be selected and, if possible, consult participants on their rater selection
– Are properly informed about
o How they will receive their report and who else will see it
o Who will help them work through the report in order to get maximum value from it
o What support, if any, will be available to help them create and work on their personal development plans. (This can be coaches, members of the human resources department, or their own manager).
– Know if there will be any follow up in three months or perhaps a repeat 360° process in a year’s time.
Without this clarity, there is a real risk that participants will see the feedback process as a chore that must be fitted in somewhere, rather than a useful tool for their personal development.
The raters
It is also important to ensure that the raters:
– Know what to expect so they are prepared when they receive the questionnaire for completion
– Are satisfied that their responses are confidential (except, usually, for managers’ ratings) and there can be no retribution for low ratings. The company must be in a position to ensure this is true.
– Understand they have a real opportunity to contribute to improved leadership
– Are only asked to rate colleagues with whom they work regularly
– Are encouraged to leave blank any question that they have insufficient experience to answer
– Are not exposed to “rater fatigue” by having too many people to rate.
Ideally there should be a briefing session for all participants and raters prior to the launch of the feedback process in which all the above issues are fully and openly discussed, and any anxieties that might still exist are settled. One of Thornhill’s clients invited all 400 staff members to such a briefing in order to make the process fully transparent, even for those who were neither participants nor raters.
Other articles in this series will help you plan and run your 360° feedback project to best achieve the objectives that you have set.
Thornhill consultants will gladly answer any questions you may have to ensure the successful implementation of a 360° feedback process in your organisation.
For more information on Thornhill’s various products and services for all levels within your organisation, please contact us on admin@thornhill.co.za.
Written by Cedric de Beer