Running Head: 360 DEGREES FEEDBACK

360 Degrees Feedback

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Running Head: 360 DEGREES FEEDBACK

60 Degrees Feedback
360 degrees feedback is a process or system where employees are given anonymous and
confidential feedback from individuals who work with an employee within the same work circle.
This system is also known as multi source feedback, multi-rater feedback, or multi-source
assessment. In most cases, 360-degrees feedback includes feedback coming directly from an
employees peers, subordinates, supervisors and also from self-evaluation (Lepsinger & Lucia,
2009). In this system a randomly selected number of employees, about eight to twelve in number
are given the task of filling out a feedback form online. The form is usually anonymous and asks
questions pertaining to competencies at workplace. The feedback form comprises of questions
which are measured on a scale. In addition, the forms also ask raters to provide elaborate written
comments. The person who is charged with the task of receiving the feedback is also expected to
fill out a survey of himself which includes the similar survey questions which his peers and
colleagues have answered in the forms.
Besides measuring employees competencies and behaviors, 360-degree feedback also
provide feedback on how an employee is perceived by his colleagues and peers, addresses skills
such as planning, listening and goal-setting, and also concentrates on objective areas such as
character, teamwork, leadership effectiveness. Moreover, leaders and managers within
organizations can also be able have a better understanding of their weaknesses and strengths by
using 360 degree feedback survey. The method of 360 degrees feedback tabulates the results and
is able to automatically present them in a format which can be implemented by the feedback
recipient in coming up with a development plan and also map specific paths in their
development. Responses from individuals are often put together with responses from other
people who belong to the same rater category (for example direct report, peers) so as give the

Running Head: 360 DEGREES FEEDBACK

employee a better and clearer picture of her or his greatest overall weaknesses and strengths.
Furthermore it also serves to serve in preserving anonymity.
360 degree feedback is also a crucial development tool for individuals who are not
serving in any management role. As a matter of fact, a non-manager 360 degrees assessment
does not measure feedback from 360 degrees because there arent any reports though similar
principals would still be applicable. 360 feedback for non-managers is very crucial in ensuring
individuals are exceptionally effective in their roles, and also can also help them in
understanding the areas they ought to put more focus on in case they plan to moving into any
managerial position.
For any organization to successfully implement the 360 feedback, the organization must
first select the feedback process and tool. This ensures, all the necessary software and the
procedure to be used is one that all the users are familiar with and can use with minimum
difficulty. Secondly, the organization must carefully and professionally select the raters. This will
ensure individuals who give their opinions have sufficient knowledge concerning the recipient of
the survey. In addition, it also ensures that factors such as age group, sex and position of the
raters in relation to the individual being rated are taken into serious cognizance. The organization
should then use the feedback in achieving their vision, mission, and goals. Lastly, the
organization should review the feedback and then integrate the process into a bigger performance
management system (Atwater & Brett, 2005).

Running Head: 360 DEGREES FEEDBACK

Reference
Lepsinger, R., & Lucia, A. D. (2009). The art and science of 360 degree feedback. John Wiley &
Sons.
Atwater, L. E., & Brett, J. F. (2005). Antecedents and consequences of reactions to
developmental 360 feedback. Journal of Vocational Behavior, 66(3), 532-548.