What’s the most effective way to introduce 360-degree feedback?

360-degree feedback is a powerful technology, and people want to know more about it. Depending on the degree of acceptance, managers can do a lot to integrate the new technology into the organizational culture.

Conduct information briefings. Meetings may be held to explain what 360 feedback is, its benefits and best uses. Discuss issues and ask people for input. Identify an influential advocate; it helps to have the support of someone who understands 360 feedback and is willing to recommend actions that will build support, facilitate decisions and prepare the organization to use the system successfully.

Resolve issues. Organizations need to gauge how ready employees are for 360-degree feedback and try to foster acceptance. Because 360 feedback is a powerful developmental diagnostic, it can be used in many areas of human resource development and personnel management. This flexibility raises questions about how the system will be used and how it will affect people.

Analyze 360-degree feedback options. There are dozens of 360 feedback systems, each with different capabilities, so finding the right program is never easy. Most organizations find that a committee of representatives creates the desired consensus and support.

Use a consultant. Depending on the level of familiarity, the assistance of someone with experience before, during or after assessment can make initial projects successful.

Customize the survey. Nearly all organizations want customized surveys. Using all the items of a standard survey can overwhelm respondents, and because every organization is different, standard surveys usually don’t do a good job of describing local parameters of performance.

Begin with a pilot project. 360-degree feedback can benefit all employees, but most organizations don't make it available to everyone right away. They start with small groups to learn the process and get the most value from the experience.
Start at the top. It helps to have support from the executive group. Therefore, most organizations include executives, a traditional focus for 360 feedback, in one of the pilot groups.