Effective 360-Degree Review
By Belinda Weber, SPHR, GMA SHRM President Elect & Community Committee Co-Chair

Multi-rater instruments have been around for decades. In the 90's we saw the emergence of what we now know as the 360-degree process. This tool, also know as multi-rater feedback, full-circle appraisal and peer evaluation, is used for self-development using anonymous feedback from employee's manager, peers, and staff. The purpose is to improve individual performance based on the gap between how an employee perceives themselves and how others perceive their performance.

For most best-practice models, the rating and feedback is grounded in a valid competency models that provide a powerful diagnostic tool focused on development and aligned to organizational results. The competency model is often linked to other systems such as the recruitment and performance review systems. The 360-degree review process works well with other more personality based tools such as Myers-Briggs, Firo-B, and DISC. It differs from these tools, however, in that it is clearly anchored on job-related behaviors or competencies.

So what are some common elements of a successful 360-degree review process performing to its fullest potential? These are just a few.

• Communication
  One the most common mistake of organizations launching a 360-degree process is not providing sufficient communication on the purpose, process, linkages, and outcomes of the process. As with any change initiative, you must communicate a clear message that resonates with people at a deep, emotional level. In order for employees to embrace the process and reap the benefits of behavioral change, there has to be a "WIIFM" - what's in it for me factor. Even in mature processes, education on the process is over looked for new employees involved in the review process.
  
  
• Integration
  This is a tool that works best in a larger developmental context. Integration with other HR systems and programs such as performance assessment programs, succession planning, and leadership development programs will foster the organizational and personal learning & growth you are striving towards.
  
  
• Involvement
  Many experts encourage employees to involve their managers and raters in the post-results process including Marshall Goldsmith, a leading expert in the area of executive coaching and founding director of the Alliance for Strategic Leadership. He and others have conducted significant research regarding the benefits of involving others, including you loved ones, in identifying your strengths, offering areas of improvement, and in providing ideas for your development plan. Another huge benefit in sharing is the trusted support these people can provide for your behavioral changes throughout the process.
  
  
• Action
  A thoughtfully designed and executed development plan is essential to allow you to move from wishful thinking to actionable and noticeable behavioral changes. There are a plethora of resources to assist you in this journey of personal growth and development such as internal and external coaches, mentoring programs, courses, and self-directed learning. One caveat here. Be careful not to focus on too many areas. Prevailing wisdom recommends a focus on one to three areas of focus. Another growing trend is an increased focus on leveraging strengths versus "correcting" every weakness.

The forecast for the future of 360-degree review is bright! There is an expanding use and interest in using diagnostic tools, the tools are relatively inexpensive with a good ROI, becoming easier and easier to administer with new automation capabilities & software. It is foreseeable that this tool will no longer be the exclusive domain of leadership development programs but will be used to support all employees in their quest for performance excellence.

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