There’s more to introducing a 360-degree feedback program than installing some software and leading a few workshops. If conditions aren’t right, the process may not be accepted or supported. People with influence may resist the new technology. Even if current performance appraisal practices aren’t working well, some managers may be reluctant to adopt new methods.
Have people’s concerns been dealt with? Are they prepared to accept credible, realistic feedback? Does the organization know how to manage the process? Is it willing to help participants use the feedback for individual development?
You may find it helpful to evaluate seven areas of your organization's culture before taking steps to implement 360-degree feedback:
1. Climate of trust
2. Organizational stability
3. Feedback practices
4. Development practices
5. Awareness and acceptance of 360 feedback
6. Availability of computers
The first experience of 360-degree feedback can by itself dramatically improve the climate of interest and acceptance for future feedback projects. Participants typically acknowledge the validity and value of the feedback; and the data bring priorities into focus and spark motivation for self-development.
The following actions tend to build support for 360-degree feedback:
• Provide information
• Focus on the benefits
• Conduct a successful pilot
• Use for developmental purposes only
• Plan for follow-up developmental support
• Involve participants in resolving issues and setting parameters
• Use an experienced consultant to learn the process
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