What factors influence readiness for 360-degree feedback?

In a sense, every organization is ready for 360-degree feedback. The feedback is valuable, people need it, the approach works, and any organization can afford the technology. Nevertheless, there’s more to introducing 360 feedback than buying and installing a software package. Because it's a tool used to evaluate and improve performance, it may be perceived (and used) in context with the existing performance management system.

Certain conditions can delay an organization's acceptance of 360-degree feedback. If identified early, these issues can be resolved with information and preparation.

A recent reorganization. In order for ratings and comments to be valid, people need to be familiar with each other’s work habits. People new to the team will need time to get to know coworkers.

Unfamiliarity with 360-degree feedback. To many, multi-source feedback is something new. Because of past experience with ineffective performance appraisal systems, people may be wary of new techniques, and they may not understand the benefits of 360 feedback. This can cause resistance. The cure is usually information.

A climate of mistrust. For many reasons, an organizational climate may not foster trusting workplace relationships. When competitiveness and conflicts have caused animosity and distrust, people may find it hard to believe that feedback is objective and well-intended. They may not trust that the data will be used to benefit them.

Inexperience with receiving feedback. 360-degree feedback is a technology that facilitates feedback from many sources. If people aren’t used to receiving formal performance reviews or in-person feedback from supervisors, they may find the idea of 360 feedback foreign and unwelcome.

Absence of computers in the workplace. The most affordable, flexible and user-friendly types of 360 feedback involve computers. A workplace that has few or no computers must rely on a system that uses paper forms.

Minimal investment in human resource development. The primary purpose of feedback is to give people the self-awareness they need to grow in the job. If an organization hasn’t invested in HRD in the past, it may not know how to use feedback effectively.

Lack of funds for human resource development. Although some state-of-the-art 360 feedback systems are affordable, the technology isn’t free. Funds must be available to purchase software and usage licenses.

No one to act as coordinator. The 360-degree feedback process includes preparation, administration and development. If support staff aren’t available the administration and facilitation can be outsourced