For the multi-rater or 360 ° feedback process to provide valuable insight, raters must provide honest, constructive feedback. For this to take place there must be trust in the process, along with clear communication regarding the purpose for the feedback. During this webcast, we will address the debate around whether or not open honest feedback can be gathered if the 360 ° process is linked to the performance management/evaluation process. Many say the 360 ° process should be used solely for development purposes, however, there are organizations using it effectively for this purpose. To do so effectively, certain elements must be considered and we will discuss these further.
360 ° or multi-rater feedback involves a process where feedback is requested from one´s peers, subordinates, manager or managers (if involved in a number of projects) along with the completion of a self-assessment. Feedback is based upon specifically identified skills or competencies, sometimes focusing, for example, on leadership competencies. Raters´ scores are compared against one´s self-assessment. Questions in the 360 ° survey need to address objective, specific, job related, observable behaviors. In an attempt to make this process as objective as possible, some suggest that a focus on frequency of the identified skill or behavior will help accomplish this.
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