360 feedback: Do you like it or loathe it?

Recently I performed an online search of "360 feedback", with 298 million results. Many of these results described the process of 360 feedback, and many presented a balanced view of the strengths and weaknesses of 360s. What surprised me was the volume of those going for the proverbial "360 jugular".  So it appears as though we are somewhat divided on this topic.

Some of the weaknesses or pitfalls cited include concerns such as:

• The focus of the tool is negative or on "weaknesses"

• The process is disconnected from the organisation's strategy and objectives

• Managers use it as an alternative to managing performance

• Confidentiality cannot be assured; who has access to the data?

• Uncertainty around how to use the feedback, what to do with the results

• Inadequate resources and support to do anything with the results

• Overly focused on the 360 event rather than the development process

• The raters don't know the person well enough to provide accurate feedback

• The raters know the person very well and therefore rate "kindly" (or "unkindly")

• People ask their "friends" in the organisation to be their raters

So, is the cause of enhanced self-awareness, personal growth and improved levels of effectiveness through the process of holding up the "360 mirror" lost because of the avalanche of concerns that surround the use of 360 feedback?

With some fear that I might be a lone voice, here are a few initial, and perhaps obvious, thoughts as to how some of these pitfalls can be addressed:

• If the 360 feedback process isn't connected to the organisation's strategy and objectives then make sure it is or stop right there and don't proceed!

• The 360 needs to be one component within a broader development agenda, linked to the business strategy, with ongoing re-test as a key principle

• Select an instrument that is simple to access and complete on-line and ensures anonymity for the raters with the results only being in the hands of the participant

• Ensure the set-up, communication, administration and debriefing processes are lead and facilitated by experienced professionals

• Use the results of the 360 feedback tool as a starter for development conversations

What are your thoughts?

What constructive experiences have you had using 360 feedback?

How have you overcome some of the above concerns?

Or, in fact is the above list simply the tip of the iceberg and we shouldn’t even bother?

-Des Doyle, Partner of the Institute of Executive Coaching