Are they ready for 360 degree feedback?
While 360 tools and processes differ in their application, the strategic 'readiness questions' remain consistent within all organisations. The following four questions aim to provide an overarching guide to identifying an organisation's readiness to embark on the development and introduction of a 360 degree feedback tool.
1. Why do it?
Implementing a 360 degree tool because "that's what our competitors and market leaders are doing", or because of the personal development opportunities it raises, on their own are not good enough reasons.
In our experience, organisations that 'get it right' are those who also tie their 360 degree feedback tools into the organisation's future aspirations, using them as a powerful strategic lever for change. Some examples of how 360 degree feedback tools can be used to add extra value include:
- Building a culture of honest and open performance feedback.
- Changing management behavioural styles.
- Supporting culture change programmes.
- Supporting the implementation of values based working.
- Launching manager development and talent management programmes.
2. Where does it fit?
360 degree feedback introduced as a stand-alone development activity does not maximise its full potential or deliver lasting benefits. An effective 360 feedback tool should link directly into existing development and performance improvement processes. Some examples of where they can be effectively used to add measurable benefits include:
- Appraisal: Annual objectives measure the delivery of performance outcomes - 360 degree feedback can complement this by providing a clear picture of how the manager achieved his/her results from the perspective of those they manage and lead.
- Coaching: 360s are a powerful business coaching tool, particularly when used early in the coaching relationship to help raise self awareness and to provide insight into how the person's management behaviour / style is seen by others.
- Programmes of development: Used to identify and establish individual learning goals before entry into Leadership and Management Development Programmes - this ensures that participants start the programme with a personalised set of expectations and objectives.
- Personal development planning: Supporting managers to identify their strengths and blind spots in order to drive out annual development objectives.
3. Are key stakeholders on side?
We know that implementing a 360 degree feedback tool with a sledgehammer does not work. The active engagement, buy-in and participation of executive / senior teams, participants and their line managers is a key success factor. Some areas of current best practice include:
- Led from the top: In organisational cultures where the idea of receiving performance feedback from a range of people / populations could be seen by some managers as a daunting / frightening prospect, a 'led from the top' approach can often provide the tipping point for organisational acceptance. The process will be seen to have strategic importance if it is owned and participated in by the senior team.
- Participant and line manager engagement: Participants (and their line managers) should not feel that the process is being imposed or 'done to' them. Involve them early in the development process. Inviting managers to assist with the development of behavioural competency questions is an excellent way of supporting people to work out what a great management style would look like in their working environment.
4. How will success be measured?
Few organisations would initiate any business improvement tools without a clear plan for measuring and evaluating the impact of that investment. The same key strategic principles apply to the implementation of 360 degree feedback tools. Before embarking on the 360 journey, identify how individual performance improvements will be measured and how the combined impact on organisational effectiveness will be measured.
- Individual improvement measures: It would be nice to think that simply providing individuals with clear and accurate feedback about their performance, then highlighting 'blind spots' and areas for development, would result in positive change. The truth is that while 360 degree feedback is a powerful motivator, on its own it is not always enough. Individuals have to be supported to identify personal development goals that paint a clear picture of what they are trying to achieve. If you want them to engage in and commit to personal behavioural change, then support them to identify what success for them will look and feel like and how they will achieve it.
- Organisational impact: While the 360 process can be validated through a broad range of measures, from system functionality to user experience, these do little to measure the tool's actual impact. A more successful process is to identify several key measures that are directly linked to the strategic reason for implementing the tool and that can be objectively measured pre- and post-tool implementation.
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For further details about Lumus™ please call +44 (0)1291 637380 or email davidcooper@lumus.co.uk.