This is an excerpt from our 360 feedback white paper.


A 360 degree appraisal project is often a concerted effort over a reasonable period of time. For organisations introducing 360 degree appraisals for the first time it requires an investment in communication, training, and co-ordination as well as the administration of the 360 process itself.

The diagram provides a simple picture of the key areas that should be considered.



360 degree feedback is not complicated but if you want the recipients of the feedback to have the best possible experience and to gain the best possible feedback then a careful,  well thought out approach will give you the best results.

A 360 feedback process should not be an isolated piece of work – it should be recognisably part of an overall plan for the individual and for the organisation. It can be a one-off exercise to support one manager's development or it can be a widespread initiative to improve an organisation.

In either case it should be in context and a little planning and consideration will go a long way.

360 degree appraisal initiatives are successful when the key stakeholders understand, believe in, and contribute to the 360 plan.

A 360 should be measuring behaviours that are valued by the organisation, the participants should understand how the 360 fits into their overall development plan, and the 360 report should lead to activity that is planned into the learning and  development plan.

In my next post I'll include a checklist for what you may want to include in your plan.

Brendan