Have you ever wondered, “How do I effectively use 360 degree feedback to reveal predictors of success and make corrective decisions about the people working at my company?”
John Rice recently posted a blog, “360 Degree Feedback or face-to-face conversation?” in which he says it’s not an either/or, but a both.
“To all intents and purposes, we would agree that an organizational culture which can support open, honest, face-to-face feedback which is given well and received well, is a desirable state–leadership should indeed encourage and lead by example in fostering such an environment.” John continues with, “However, 360 degree feedback still has a place as a formal, structured way of gathering feedback which should complement such conversation; it isn’t ‘either/or.’”
John makes a great point that the face to face conversations and 360 degree
feedback should go hand in hand and be part of the same process. But, just like a poorly planned conversation can get off track, so can 360 degree feedback if it’s not done correctly.
In our upcoming webcast, “5 Common Mistakes Made in 360 Degree Feedback Surveys,” we’ll take an in-depth look at common mistakes made and essential practices needed in 360 degree feedback. During the webcast, we will share the:
- Dangers of using generic rather than role specific competencies
- Pros and cons of using unmoderated vs. moderated reviews
- Challenges encountered by not mapping learning resources to competencies
- Best practices to maximize development based on the review