360 Degree Feedback Reports; what works, when and why?

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 We recently announced the release of our newly revised 2011 edition of our whitepaper, "Succesfully implementing 360 degree feedback; a guide for HR professionals" - a key difference with this new version is the amount of detail around 360 feedback reporting.

It’s a crucial element; the report has to be easy to understand such that the recipient can draw meaning and insight to aid their thinking around their own development.

Too often reports are lengthy, repetitious, overly analytical and with data that provides no discernible benefit.

Fundamentally, the report dictates the type of conversation one will have in the face-to-face debrief; a range of different styles is shown below:

If it’s reflective (Style A) of everyone’s ratings without averaging, then the conversation will spend more time drawing out those differences between the different categories of respondent; a question might be:

"We have a real range of responses here within the different groups. Lets explore those responses."

By contrast, if it’s statistical (Style B)  then the conversation will focus on norms, benchmarking and comparison; a question might be:

"You have scored below the company average, yet rate this as a strength yourself. What are your thoughts?"

360 Degree Feedback Reporting Styles
360 Degree Feedback Reporting

One can quickly see that how the feedback is presented is as important as getting the feedback in the first place.

If you would like the whitepaper sent to you automatically, then you can sign-up and confirm your interest in the box opposite.


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