Want effective and actionable 360 Degree Feedback results? Selecting the right tool is the first step in making sure your leaders get the information they need. But it isn’t enough. You also need to communicate well. Here I look into how to manage the information from 360-degree feedback in the most effective way.
Communication is key
Communicating 360 feedback effectively will reduce anxiety and increase participation. Everyone needs to understand the context of a 360-degree feedback process. So well-written, timely communication at the beginning of the process will make the rest of the process smooth.
Your communication should cover:
Why are we doing a 360?
What are the outcomes?
What is the process?
Who will see the feedback and how will it be used?
With my clients, I typically launch the process with a warm up communication from the sponsoring manager that identifies the 360 is coming. It describes the strategic intention behind it and explains how it will work at a high level.
I then organise a phone call or webinar to introduce myself and explain the process.
And I make sure that the purpose and process are explained again in the email invitations to the recipients and the respondents of the 360-degree feedback.
I also train people in how to give feedback, how to receive it, and how to interpret their 360-degree feedback report. I find the better-trained people are in giving and receiving feedback, the better the 360 process. [Tweet “The better-trained people are in giving and receiving feedback, the better the 360 process”]
How to manage the information from 360-degree feedback
Your communication should leave no doubts about the anonymity and confidentiality of the process. It should explain how the feedback will be used, who “owns” it, and who will receive a copy of the results. Setting the right expectations is critical for raters to respond in an objective and honest way.
And it goes without saying that failing to meet those expectations, such as compromising the confidentiality and anonymity of the process, is probably the fastest way to the failure of any 360-degree feedback, as well as any future attempts.
Managing the Process
There are two key points I would emphasise in relation to managing the process:
Allow ample time for people to provide their feedback . Very often an individual could be a rater for more than one participant, and will be asked to complete multiple assessments in a short period of time. When deciding on the timelines of the process, it is important to factor in other organisational initiatives that may run concurrently, any holidays or heavy vacation periods, and the busy schedules of participants and their raters.
Manage the rater nomination process closely. Ask leaders to think about what feedback they’re most interested in and who would be best placed to give it. It’s important that they get feedback from a variety of sources to provide a rounded, well-balanced view. I also recommend you ask participants to review the list of selected raters with their manager or HR partner so they can agree how best to get that view.
For more information on how to manage the information from 360-degree feedback, contact firstname.lastname@example.org.