I think we're all more receptive to feedback at different times.  360 degree feedback is no different - there are times when the recipient is ready to take on board how others see them and other times when it is less appropriate.  This represents a challenge to HR teams that are looking to implement 360 feedback across a broad population of people.  What to do?

The best practice that we see is to run 360 degree feedback during the following times

• Just prior to training- as part of the package
• As part of a coaching initiative
• At a sensible time in the annual review process (often 6 months either side of the appraisal meeting)
• As part of succession planning / career management.  E.g. during promotion reviews, after 6 months in a new role

You can think of others - the idea is to consider when recipients are most likely to take the 360 degree feedback on board.  Probably when they're not too busy with other things and when they are actively interested in their own development.

Brendan