360 Degree Employee Performance Reviews and Assessments

360 degree feedback surveys should not be used to determine salary increases because it is not always possible to ensure that respondents are fully aware of the conditions they are evaluating or that they will always be completely honest. When tied to salary increase, the survey may lose its effectiveness as a developmental tool. Consider using 360 degree feedback as a pilot project before rolling out to the entire organization. Be sure to make amendments to the system based on pilot participants’ feedback. Do not include employees with organizational seniority of less than 1 year as subjects. Consider whether small departments should participate in the process. Chances for success will be seriously undermined if senior management does not fully (and visibly) support the process. If the organization’s climate is one where virtually no open giving and receiving of feedback is currently taking place, consider doing some preparatory work before instituting a 360 degree feedback system.

If you put into place the right processes, measures and steps, the 360 degree employee performance evaluation can be a very successful and productive tool.  Some organizations start with creating a very simple evaluation model that focuses on corporate competencies and the specific observable behaviours for each competency. They phase in the 360 degree feedback process by starting with one department and/or position, and then rolling it out organization-wide, learning from the previous attempts and overcoming any challenges or hurdles.

Benefits of 360 degree Feedback

• Understand how others perceive you and develop plans accordingly
• May improve communications by identifying causes of current problems
• Better career development
• Maximizes success of promotion from within
• Development of more relevant training programs

Key Features:

• Anonymous Process with only the system administrator knowing who is evaluating whom.
• The evaluation can be based on the same set of criteria that the employee's manager reviews or incorporate a different set of evaluation criteria.
• May be used for a subset of employees.  For example, a 360-degree review may be used for just the management team, a specific project team, or at the executive team level.
• A hosted software deployment option is available from CRG.

Set Up

• As with standard performance appraisals, be sure that an adequate list of skills and competencies has been compiled. This should form the basis for the questions used in the surveys.
• Questions should be structured as observed behaviours
• Obtain input (from potential participants) into what will be measured, who will do the measuring and how the resulting information will be used
• Use enough questions so that each one may be specific but not so many that the survey’s completion or interpretation becomes tedious

Choosing respondents
Consider:
• How much contact is there between subject and respondent?
• How long have subject and respondent worked together?
• Does respondent understand the subject’s job responsibilities?
• Allow subject to choose respondents
• Encourage subject to choose respondents they get along with well and those they don’t (to provide a more balanced view)
• Set minimum and maximum number of respondents

Confidentiality
Consider: Who will have access to the results?
• If the manager receives the results, input may be biased toward the positive
• Should managers have access to a summary of all department members but not individual reports?
• Should HR receive a copy of every report?

Follow Up
• Each subject should be aware that he/she will be expected to develop an action plan based on the results of the report.
• Employees should be supported when reviewing the results of the survey. A manager (and possibly an outside consultant) should aid in interpreting the results.
• Action plans should be reviewed and discussed by the individual’s manager. Progress should be discussed quarterly.
• Surveys should be administered yearly so that progress may be tracked.
• HR should compile results about all subjects and summarize to obtain a profile of the organizational strengths and weaknesses and develop a relevant training plan

Evaluation
• The effectiveness of the process should be evaluated by all participants on a yearly basis

Tips for Human Resources Department or Administrators
Training
Provide training for those who will participate in the process as subjects. As a minimum, include:
• How the process will work
• What the information received will be used for
• How to choose respondents
• How to receive feedback
• How to develop an action plan

Provide training for those who will participate in the process as respondents. As a minimum, include:
• How the process will work
• How to describe behaviour/performance instead of labeling the subject
• Importance of focusing on strengths as well as weaknesses

Provide training for those who will participate in the feedback sessions. As a minimum, include:
• How the process will work
• How to give feedback
• Importance of allowing the subject to develop his/her own action plan

Employee Ranking 360 Sample Report
360 Degree Employee Feedback Report based upon Rater Group and Overall Company

20 Examples of Leadership Questions in a 360 Degree Performance Review

1) Aligns the strategic priorities of own area with the direction and business strategy of the broader organization
2) Chooses the best alternative based on consideration of pros, cons, trac1eo1f, timing, and available resources
3) Provides clear direction and priorities
4) Accurately identifies strengths and development needs in others
5) Prepares written materials in a timely and efficient way
6) Enthusiastically supports the organization and influences others to commit to its mission and vision
7) Initiates and cultivates relationships with a broad range of Functions and levels within the organization
8) Identifies proactively new technologies to solve business problems
9) Conveys a thorough understanding of own area’s strengths, weaknesses, opportunities, and threats
10) Aligns the group’s project plans with the overall IT plan, business strategy, and available resources
11) Enlists team members in a common vision of the IT group and its role in the organization which inspires commitment and buy—in from others
12) Provides specific and constructive feedback and coaching to others
13) Ensures appropriate and accurate project and technical documentation
14) Evaluates proposed investments against their projected payoff
15) Manages effective working relationships with vendors, alliance partners, outsourcing suppliers, etc
16) Is able to get things done in a complex organization
17) Gathers and analyzes the most critical information needed to understand problems
18) Intervenes to address barriers to achieving results and sources of lagging performance
19) Champions new ideas and initiatives
20) Acknowledges and celebrates team accomplishments

Sample 5 Point Rating Scale for each above question:

5-To a Very Great Extent
4-To a Great Extent
3-To Some Extent
2-To a Little Extent
1-Not at All
NA-Does Not Apply

Here are a few 360 degree sample questions using a web survey approach. Sample questions that could be incorporated in a 360 degree performance assessment on core values include:

INTEGRITY
Maintains high standards of ethics: keeps promises; tells the truth; follows through on commitments
Inspires dedication to the client/organization/project mission, goals and values through own visible actions

CUSTOMER FOCUS
Continually seeks to understand and clarify the client's need; does not work on assumptions
Inspires confidence and trust that customer needs are our priority
Proactively manages the customer relationships to ensure results are in alignment with expectations

EXCELLENCE
Demonstrates commitment to goals through accurate and timely results
Goes above and beyond role expectations by finding new ways to provide value

INNOVATION
Challenges existing assumptions, conventional wisdom, boundaries and constraints
Creative in developing and/or improving ideas and concepts on a scale that impacts others in a significant way

ADAPTABILITY/FLEXIBILITY
Anticipates change and communicates constructive alternatives and contingencies in a timely manner
Sees challenges as learning opportunities for self and others

COMMUNICATION
Effectively communicates ideas, thoughts and information to different listeners/audiences
Speaks and presents effectively in individual or group situations
Actively listens carefully and non-judgmentally to others