360-degree feedback is a questionnaire-based process that gathers structured feedback from a number of sources about the competencies and behaviors of an individual or team. For a manager, questionnaires on behaviors (e.g., teamwork, leadership, goal setting) might be completed by oneself, subordinates, peers, superior, and customers.
The results are compiled in a feedback report, with data from each source presented separately. These data and results are provided to the individual who then develops a plan for building strengths and improving personal performance. Normally, this discussion would take place with the person’s superior or a consultant.
The use and application of 360-degree feedback is controversial. Clearly, there needs to be an ethical environment of trust and communication openness before the implementation of a formal 360-degree feedback process. It doesn’t work in a highly political or bureaucratic organization. It may not work well when the feedback is used as a part of your performance review process unless specific knowledge, skills, and abilities can be linked to specific performance goals.
In general, 360-degree feedback appears to work best if it is used for coaching and professional development purposes.
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