360-DEGREE APPRAISAL
New IRS case studies on multirater feedback
By now, without doubt you're familiar with the basic idea of 360-degree feedback. It's becoming increasingly popular because it seems to fit the vogue of flat organisations and putting responsibility for personal development on to the individual. A recent report by Industrial Relations Services, the employment analysts, looks at how this tool is used by a local authority and an accountancy firm.
360-degree feedback gathers information, commonly using questionnaires, from subordinates, peers, managers and customers.
Here's the underlying thinking. To quote the IRS report: As organisation's moved to flatter management structures with multiple reporting lines, 360-degree assessment was seen as giving a truer picture of someone's performance than relying on the views of a remote line manager.
Pros and cons
For its advocates, 360-degree feedback is the only means of comprehensively revealing how successful an individual is in all their important work relationships. It promotes self awareness, improves teamworking and leads to higher performance.
But some think using 360 is risky — in particular it can damage working relationships and it still relies too heavily on subjective assessment.
What you'll find in the IRS report
The IRS research put these claims to the test. Its five-page report looks at how 360-degree feedback has worked for Brighton and Hove Council and accountancy firm BDO.
A number of common themes emerged from the discussions with the senior manager responsible for implementing and managing 360-degree feedback in each of the organisations:
Planning: both said it was vital at the outset to devote time to planning the scheme and making clear the objectives.
Communicating: effective communication is a cornerstone of successful 360 — the success of this form of feedback depends heavily on preparing the organisation for the process and explaining it to affected staff, who must have a clear understanding of its purpose.
Buy in: it's crucial to secure both the understanding and commitment of senior management.
Developmental: 360-degree feedback is used purely as an internal tool for individual development and growth.
Competencies: both organisations tie 360-degree feedback to a set of competencies that makes it explicit what the organisation values.
Want to know more?
Title: A rounded view , IRS Employment Trends 705, June 2000.
Availability: contact Industrial Relations Services, tel: 020 7354 5858 or email the editordavid.shepherd@irseclipse.co.uk
Web: for details of IRS publications, jump to . . . www.irseclipse.co.uk