This is the final post in a series from our 360 degree appraisal white paper.  In many ways it is the most important in that it talks about the conversation at the end of the process.

We like to use the term 'debrief ' to refer to the session where a recipient receives their feedback. It is not a coaching session – its focus is simply to ensure that the report is understood and the recipient has the opportunity to ask immediate questions.

Our first principle is that the recipient should not receive the report prior to the debrief session.  The 360 report can be powerful and has the potential to be misunderstood. The ability to place feedback in context, avoid misunderstanding, and spot potential issues is a core skill of the debriefer.

Our second principle is that the debriefer is there to enable understanding not proffer opinion.

During the meeting there is often the opportunity to challenge the recipients interpretation of the feedback but that should come from a standpoint of seeking understanding not of offering solutions

Here is our structure for a debrief session.

• Introduction and welcome
• Explain the purpose of the 360 feedback debrief
• Get the recipient to briefly describe their role
• Briefly describe how the report is structured
• Hand over the report and invite the recipient to skim-read it
• Ask for their overall reaction
• Review strengths
• Review potential development areas
• Identify actions
• Agree next steps
• Ask for feedback on the 360 process and the debrief

Brendan