360
FEEDBACK CAN CHANGE YOUR LIFE
What your boss, your peers, and your subordinates really think of you
may sting, but facing the truth can also make you a better manager.
By Brian
O'Reilly
Fortune
Magazine, October 17, 1994
Read about
the real-life 360 feedback experiences of managers from various levels
of several organizations. This article shows how 360 feedback
can influence individual change for the benefit of individuals and
organizations.
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360-Degree
Feedback: The Whole Story
By Kenneth M.
Nowack
Training
and Development Magazine, January 1993
This article
is targeted at organizations hoping to use a 360-degree feedback
system. The author discusses various aspects of the 360 process
including: deciding what to measure, choosing an instrument, and
helping employees accept the feedback they receive.
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360-Degree
Feedback for a Competitive Edge
By David
Antonioni, Ph.D.
Industrial
Management Magazine, May-June 2000
Experts
disagree about whether or not 360-degree feedback should be used for
performance appraisals in addition to the customary personal
development objectives This article looks at one company that
was able to successfully implement a feedback process that helps
accomplish both objectives.
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The
pros and cons of 360-degree feedback: Making it work
By Mary N.
Vinson
Training
and Development Magazine, April 1996
The
author
looks at the good and potential bad of multi-rater assessments. She
also makes suggestions for organizations that can help optimize the
results of 360 feedback and encourage commitment to change from
individuals.
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First-rate multi-rater feedback
By Allan H. Church
Training
and Development Magazine, August 1995
Before you tie a 360-degree feedback system into your formal appraisal process, you need to resolve issues of confidentiality, validity, usefulness, and effectiveness. This article shows you how.
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Outsourcing
Issues That Make Or Break Your 360 Survey
By
Bruce
Bennett, MBA
This
article
examines three critical issues that organizations do not usually
consider before making outsourcing decisions. While often ignored, the
issues are critical to the success or failure of any 360 feedback
process.
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13
Common Mistakes Using 360-Degree Feedback
By
Scott Wimer
and Kenneth M. Nowack
T+D,
May 1998, May-June 2000
Hoping
to
help those beginning the process of designing and implementing a
360-degree feedback system. This article details 13 mistakes
organizations often make when launching their assessment system and
details suggestions for avoiding those common mistakes.
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How
to Evaluate your 360 Feedback Efforts
By
Kenneth M.
Nowack, Jeanne Hartley, and William Bradley
T+D
April 1999, May-June 2000
One
way to
assess the effectiveness of your 360 feedback program is through a
follow-up survey. This article details how to design an assessment that
will help administrators monitor the results of their 360 efforts and
use 360 feedback more effectively.
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Creating
Champions for 360 Degree Feedback
By
Richard
Lepsinger and Antoinette D. Lucia
T+D,
February 1998
People
can be
hesitant to adopt a 360-degree feedback program. This article suggests
ways to overcome the resistance to 360-degree feedback and gather
support for the new program.
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Improving
the Payoff from 360-Degree Feedback
By
Evelyn
Rogers, Charles W. Rogers, and William Metlay
Human
Resource Planning
Based
on the
research of the authors, this article addresses six critical factors or
best practices to maximize the benefits of 360-degree feedback.
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Pitfalls
of Multi-Rater Feedback
By
Alan Cheney, Ph.D. and Melinda Bremley, Ph.D.
This
article,
written by two human resources consultants, identifies six common
mistakes organizations make in their uses of multi-rater feedback. The
article addresses each issue and suggests ways to avoid the problems
caused by these common mistakes.
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Patterns
of Rater Accuracy in 360-Degree Feedback
By
Robert W.
Eichinger and Michael M. Lombardo
Human
Resource Planning, December 2004
The
authors
look at which factors seem to have the greatest effect on rater
accuracy. Some of the factors analyzed are: gender, age, work
history, confidentiality and position.
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The
Dark Side of 360-Degree Feedback
By
Scott Wimer
T+D,
September 2002
If
360-degree feedback is not administered carefully, people can take
offense. This article addresses several areas that can cause problems
within an organization using 360 feedback such as confidentiality,
inaccurate feedback, feeling singled out, and poor feedback delivery.
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360-Degree
Assessment
By
Robert W. Eichinger and Michael M. Lombardo
Human
Resource Planning
This
piece is comprised of three brief articles.
1.
The Dynamics and Value of Self-Ratings:
looks at the value or lack of value in self ratings and the differences
between the ratings of self and others.
2.
Should 360 Results be Confidential: This
article addresses the issue of who should have access to the results of
360-degree feedback surveys and why.
3.
If a Lot is Good, More Must be Better: Overusing
Your Strengths: This article looks at what happens when
people ignore their weaknesses and how to help people understand
themselves better to improve their strengths and work on their
weaknesses.
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Measuring
the Boss: Just how good (or bad) is your CEO?
By
David Parmenter
New
Zealand Management Magazine, April 2003
This
article addresses many of the issues faced by organizations
implementing a 360 feedback system with a focus on its use to evaluate
CEO’s. The article also discusses the benefits of
360 feedback, what to assess with a 360 process, and other lessons of
the 360 process.
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How to Manage 360-Degree Feedback
By
Peter Goodge
People Management, February 2000
When done correctly 360-degree feedback is widely applicable and
clearly focused upon personal performance. But a number of 360 projects have been failures, and more seem to be
going wrong. This is usually a result of the way they are set up and managed. This article describes a six-step plan
for avoiding the pitfalls and ensuring that the process will be successful.
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Using 360 Degree Feedback
By Chartered Management Institute
This helpful checklist provides an introduction to 360-degree feedback and provides an “Action Checklist” of steps to follow as you begin the 360-degree feedback process.
Reprinted with permission of the Chartered Management Institute.
Link to C.M.I.
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How to Build and Use a 360-Degree Feedback System
By Warren Shaver Jr.
This booklet provides an excellent introduction to the 360 process and details several steps to creating a multi-rater process. Learn about choosing a vendor, creating a survey, choosing whether to build your own system or outsource, and how to deliver reports and feedback.
Copyright © 1998 from Training and Development by Warren Shaver Jr. Posted with permission of American Society for Training and Development
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What should my 360-degree feedback survey measure?
Competencies are a sometimes confusing aspect of 360-degree feedback. To learn more about what a competency is and how to choose the best competencies for your 360-degree feedback project, read this article.
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Characteristics of a good 360 feedback survey
Every organization is different, but the characteristics of a good 360-degree feedback survey are the same for every entity. This article details some of those common characteristics.
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Writing High Quality 360-degree Feedback Questions
Writing a good 360-degree feedback survey is challenging. Learn more about writing effective survey items by reading this article.
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360-Degree Feedback Survey Scale
360-degree feedback surveys rely on a scale to collect data. Using a scale allows data to be quantified and analyzed statistically. This article discusses the use of scale in 360-degree feedback.
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360-Degree Feedback Mirrors Performance
360-degree systems gather data from multiple raters, including direct reports, peers, supervisors, customers, and the employee (self-appraisal). The result is a clearer, more complete view of performance, allowing employees to see how others see them.
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Mining the Best from Your People
By Barbara Mintzer-McMahon
Executive Excellence, August 2002
This article discusses the value of 360-degree feedback in helping people understand how others view them and how this process can help individuals improve their work environment. The author emphasizes the importance of helping employees understand the vision and purpose of the assessments and feedback.
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The
posting of these articles is in no way an endorsement of any
publication, product, author, or individual. These articles
are posted for information only.
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