 Evaluation tool that utilizes opinions of many different

people that interact with the employee on a routine basis

 Generates more accurate feedback by “gathering information
from people about an individual’s performance as seen by
the standards and expectations of their boss, self, peers,
direct reports, and customers
 Superiors
 Peers
 Direct Reports
 Customers
 Self
 360 evolved as a developmental feedback process
 Linking competence data to pay and personnel decisions -
unacceptable biases into ratings, rendering the assessment
system invalid.
 Using 360 feedback in the context of performance
management involves significant risks
PERFORMANCE?
Is It the result???
 Is it the
competencies???
 Measuring
competence as the
first step to self-
improvement is the
best use of 360
feedback
 The key - link feedback about competence to
development action, not to pay and personnel
action
 Organizations Makes the mistake of not
differentiating between competency and Results
 360 feedback makes it easier to gather competence data

than results data.

 Knowledge

Competency Skill

360 Attitude
Feedback

Results
Rewarding the
Should rewarding
Competency
be done on
Does not have
Results?
much effect on the
result
 Rewards should be based on the results

 But both business results and how they achieve this results .
 If the reward is only based on the business results then

this could lead to misusing or burning out the talented

people who produced those results.
▪ “We don't want them to kill the goose that lays the golden eggs.“

▪ learn to hold managers accountable for developing, inspiring and empowering the
people that produce results, as well as for the bottom-line results themselves.
 Most jump into using competence leadership Survey
 Most leadership surveys measure leadership competence rather than
leadership results.

 If reward is based on the leadership competence then it may only

affect in improving the behavior to max.

 Behavior competence is only one of dozens of factors that influence

results.

 The key is to define measure, hold accountable and reward the

outcomes or ” results of leadership”.
 K S A

360 Individual
feedback

Strengths weakness of
Individual development plan
Leadership behavior Rewarding at this stage will
only help in improving the behavior

Result outcomes
Goal Setting
which contribute
most to the
organization's
Measure the results
success

Reward the Leadership

Results
 Perception of confidentiality is essential to the validity of the
information gathered
 Assurances of confidentiality are based on trust, and this
trust must be earned
 Accessibility of feedback data to managers
Using 360 degree approach in
 Downsizing- Communication firm
 Management development- Regional bank
 Use individual 360 feedback to measure the hard-to-quantify

aspects of competence.
 Link measurements of competence to appropriate development
activities. Hold people accountable for their development.
 Use satisfaction surveys to measure the hard-to-quantify results.
 Link the measurement of results to appropriate rewards. Hold
people accountable for results.
 Separate both processes; coordinate them in time so that they
support each other.
 "If 360 feedback isn't linked to pay, what would motivate anyone
to take it seriously?"
 "A multi-source appraisal is more effective than a single-source
appraisal."
 "We've already invested in 360 technology for development. Why
not get extra value from it by using it for appraisal, too?"
 We can start with the development-only approach, get them used to
360, then 'ease it in' to using it for performance appraisal."
 Trust is at the core of using 360 to enhance productivity
 leaders are responsible for "managing" performance-
competence and results.
 Performance appraisal and 360 feedback are tools which
enable managers to achieve this responsibility