The Art of 360-Degree Feedback

Why the delivery of performance feedback – and the person who is delivering it – can make or break the 360 degree feedback process

How is 360-degree performance feedback being delivered in your organization?
 

Over the years, I’ve seen varied approaches to this process.  The ideal approach is to have companies engage their employees in masterful conversations that help to build self-esteem and instill change in its people.  But you would be surprised by the amount of organizations that simply hand over the feedback results to their people and instruct them to “start developing.”  Some organizations even train employees on how to decipher the results themselves and create their individual development plan on their own, versus having someone there to guide them through the process. 
 

Based on my experience, you can seriously damage your 360 assessment process if you are not delivering the results in a way that is productive, positive and motivating. 
 

The first place to start is by having an experienced professional deliver the assessment results.  This facilitator doesn’t have to be a consultant with a PhD.  However, this person should be a certified individual who is trusted in the organization and has the experience and patience to support the organization in a dynamic process of change.  In this role, the facilitator would be responsible for:

• Helping to identify blind spots (things others see in us that we don’t see)
   

• Managing and confronting the defensiveness that people feel when dealing with blind spots and their emotions
   

• Guiding the employee through a path of acceptance (because without acceptance development will not occur)
   

• Creating a safe environment where weaknesses can be converted into opportunities
   

• Structuring a development process that’s achievable, while building excitement, momentum and success

Feedback delivery can be a frightening thing, especially if it is a person’s first time going through the process.  By establishing a standardized workflow, supported by a detailed communications campaign, organizations can ensure consistency for the process and let employees know in advance what to expect each step of the way. 
 

During the discussion, the facilitator should present normative data to compare results of an individual’s assessment with the rest of the organization.  And approaching the evaluation by going from a high-level view to a more detailed summary can help individuals get comfortable with the findings as they dive deeper into the evaluation. 
 

Lastly, the facilitator needs to have a positive style that shows consideration and expresses concern and caring.  The facilitator also must withhold judgment, which allows people to realize they’re OK and not alone. 
 

In the end, the 360-degree performance review process is as much of an art as it is a science, with the facilitator painting a picture of what can be accomplished and developing an openness or awareness in the individual employee.  The partnership that evolves can be a powerful experience that inspires positive energy in the employee so they can begin the development process with confidence and encouragement.

Laura Durando is Manager, Strategic Projects and Organizational Development for Cornerstone OnDemand. She has over 25 years of business experience and has held executive positions in Talent Management and Organizational Development with multiple organizations.