Using 360 degree questionnaires and feedback: the practicalities
By Fiona Dent and Judy Curd (March 2004 Issue)
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In the past two decades, there has been a massive growth in the use of 360-degree questionnaires as a method of collecting data about people from which information about specific skills or various aspects of their behaviour can then be gleaned. Initially, 360 gained popularity as a method of assisting individuals in determining areas for continued development. These days, however, the process is applied much more widely than simply as part of an individual’s development programme. Today 360-degree processes are commonly used as part of an organisation’s performance review process, in development (or assessment) centres, to assist in culture change programmes and as part of many management development programmes. 360 is completely dependent on collecting data from others about an individual and therefore a highly emotive process that must be handled both in a professional manner and with care.
While 360 is often used with the best intentions, too often the recipients regard it with suspicion and cynicism and therefore do not gain as much from it as they could. Organisations where 360 has been successfully implemented communicate clear purpose and objectives for its use and regard it as part of a process rather than a one-off event. In this article we will provide some general guidelines and thoughts about 360 use and abuse in the hope that readers who use or take part in it can benefit to the full. SH1
WHAT IS IT?
360 is a process whereby information is gathered about an individual in an organised and systematic manner. There are many other names used to describe this process ...
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