360 degree feedback has as main objective to assess training and development needs and to provide competence-related information for succession planning not promotion or pay increase. In fact, the multi-source assessment gathers performance-appraisal data from the entire group around an employee - peers, subordinates, supervisors, and sometimes, internal and external customers and suppliers.
The roles of these participants can vary, but have particular relevance in the final results – self-assessments, multi-level assessments (other employees on equivalent positions, subordinates, superiors), client or external collaborator assessments. All outcomes of the sources involved are compared with the employee self-analysis and used as reference in the overall employee performance evaluation.
Forward-thinking organizations use such approaches to evaluate workforce performance and engage key people by allowing them to fix, change or enhance areas with clear room for improvement.
Roles of each position imply certain objectives that must be tracked within the process in order to obtain a clear and efficient performance evaluation.
Through this technique employees are asked to identify their strengths and weaknesses, as they are the most important source to obtain performance improvement ideas. Most times, self-assessments are centered around qualities sought by employers and in accordance with job their profile. The self-assessment can pursue certain dimensions such as personality, creativity, self confidence, customer oriented attitude etc.
Assessment from equivalent positions
This type of evaluation is the most relevant for determining employee profile within the working environment. This feedback captures main character and behavioral traits, which are generally more stable over time compared to other approaches. Great attention should be paid to privacy - there may be answers that might affect the working relationship on the long term.
Assessment from superiors
As a classic evaluation method, it helps evaluate employee performance relative to the main calibration guide of the company, namely job descriptions. This document may include skills required for the position itself, as well as compulsory activities and performance standards. Such standards should be established before actually starting the work, so that the employee know what is expected from him. This detail is often seen as a minor detail, but it actually underlies many misunderstandings between the two sides. The lack of communication and accountability with respect to objectives, targets and performance indicators are cascading down very fast from manager to employee levels.
Assessment from subordinates
This technique is useful because it allows highlighting conflict situations between managers and subordinates - subordinates know quite well the leading treats of a manager - organization, planning, delegation and communication more specifically. Using the method forces managers to pay more attention to relationships with subordinates. There is also the risk of excess goodwill from employees that fear they mightattract a negative attitude on the manager’s side. On the other hand, some managers might react negatively to the idea of being evaluated by employees.
Client & partner assessment
An external perspective of the company can prove extremely useful when you want a complete understanding of how to relate to your clients. This type of evaluation is useful regardless of the industry, and it is not dedicated only for service providers. Most companies have relationships with suppliers, customers or other business partners that are important to ensure efficient business operations.
Final assessment interview
The interview takes place with the coach appointed at the beginning of the process and is intended to inform the employee of the feedback results, discuss the performance, communicate administrative decisions (salary package, benefits and so on), but also to determine future development plans.