In Part 1, we mentioned the first 5 classic mistakes when introducing the 360-degree Feedback process in the workplace. Continue reading to find out the remaining mistakes!
Mistake 6: Making it an event rather than a process
Many organisations consider 360-degree feedback a “test drive” and try it for only a month before finding something new. The lack of commitment and investment from the management makes the 360 feedback process appear unimportant and yields no value to the employees. Once you have decided to implement 360-degree feedback at your workplace, it must be repeated regularly. Ideally, 360 feedback should provide helpful feedback and reviews so that your employees can update and improve their performance, learn, practice, and refine their skills.
Repeating the process not only helps your employees grow, but also helps you assess your current review structure and learn how to get the best out of it.
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Mistake 7: Making a crutch for performance management
Beware of managers looking for the excuse of “If only I had more objective data to put before my team members, I could manage their performance better.”
Multi-rater feedback can be valuable, but should not replace the feedback that employees should get from their manager on a regular basis on expectations, priorities and performance feedback.
Managers must be willing to confront unacceptable behaviour and manage poor performers on an ongoing basis. They should provide feedback to their staff on an as-needed basis.
This might be a circumstance where 360 feedback might not be the best solution for organisations, but skill training or workshopping with teams, or vision and values communication strategies might be more appropriate.
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Mistake 8: Not being clear about the use of feedback
It can create confusion and concern if you don’t make sure people know whether the feedback will be used for evaluation or development purposes.
The majority of organisations use 360-degree feedback strictly as a development tool. There are no formal repercussions for people getting negative feedback.
Other organisations use the 360-degree feedback process as a means of performance management, typically as an adjunct to existing systems. Sometimes, 360-degree feedback falls somewhere in between; it benefits us for development and evaluation.
There are important trade-offs to using 360-degree feedback as a development tool. If you decide to use it for development purposes, be sure to make that clear. The predominant view is probably that for feedback to be most effective, it must be purely developmental. Feedback providers have to know there’s no pressure for them to be anything but honest and candid, and people will accept feedback more easily when they don’t fear repercussions in the organisation.
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Mistake 9: Don’t underestimate the culture change required
Moving to a culture that openly shares feedback can be a big step for some organisations, if not the start of a long journey. You need to assess whether you are already far enough along on that journey to get the most out of a peer feedback process. The concept of upward feedback can still be seen as radical in more hierarchical cultures, as can the idea of employees as stakeholders. This shouldn’t be done lightly and only after the appropriate groundwork has been laid.
We recommend finding a high-performing Senior Manager to champion a small pilot program. Make this pilot a high-touch process, so you can reassure the participants, deal with any unexpected outcomes, and accelerate the learning process for the organisation.
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Tie the outcomes to other talent or developmental processes, and evaluate the pilot using pre- and post-surveys, focus groups with participants and their co-workers, development plan reviews, etc.
Changing people’s behaviours can be tricky, so consider the pilot evaluation as part of the organisation’s feedback process to learn how it best influences positive behaviour change.
It is important to determine exactly how 360-degree feedback can be used to improve both individual and organisational performance.
