Multi-source feedback is primarily a developmental diagnostic instrument. Its purpose is to identify competency strengths and areas for improvement. The impact of the 360-degree feedback process is frequently so motivating that the people receiving feedback often begin changing specific behaviors immediately.
• Does the organization have programs for training or development?
• Do people regularly set professional development goals?
• Are supervisors effective performance coaches?
• Is 360 feedback viewed as a preliminary step to training and development?
If an organization hasn’t invested time and resources for employee development in the past, it may not be sure how to use 360 as a developmental tool. If an organization fails to follow 360-degree feedback with analysis, planning, developmental activities, coaching and resources, the investment in feedback may be largely wasted. Most participants will conclude that it was a futile exercise.
Employees need to understand their strengths and potential areas for self-development. 360-degree feedback is an unparalleled way of holding a mirror up to their behavior. Following that, managers need to follow through with goal-setting, individual development planning and support for development activities, including time and resources. Before implementing 360, consider whether they need refresher training in effective coaching techniques.
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