360 Degree Guideline
360 Degree Feedback
BEST PRACTICE GUIDELINES
This is not copyright material. Reproduction and dissemination are encouraged, but please cite the source.
Contributing Organisations Background Overview 360 Checklist Planning Piloting Implementation Feedback Review Planning Establishing the purpose Establishing the process Establishing the resources Piloting Implementation Feedback Review Acknowledgements Further Reading
1 2 3 5 5 5 5 5 5 6 6 7 9 10 11 12 14 16 17
These guidelines were produced with the active support and funding of the following organisations:
¨= Chartered Institute of Personnel and Development, South West London Branch
¨= SHL
¨= The British Psychological Society
¨= The Department of Trade and Industry
¨=
University of Surrey Roehampton
The following contributed to the development of the guidelines: Áine Gray, SHL Antonia Lewis, SHL Clive Fletcher, BPS, Division of Occupational Psychology Eugene Burke, SHL John Mackay, Small Business Service, Department of Trade and Industry Mark Kubilius, Management Best Practice Directorate, Department of Trade and Industry Pat Lindley, BPS Steering Committee on Test Standards
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“The concept of 360 degree feedback makes a lot of sense and, if used well, should have a great deal to offer. It seems to suit the move towards the less hierarchical, more flexibly-structured and knowledgebased organisations of the future” Professor Clive Fletcher Goldsmiths College, University of London In today’s changing and volatile world organisations are continually looking for ways to improve performance, and satisfy the demands of all stakeholders. Achieving this almost inevitably involves change, which then becomes the pivotal dynamic for success. For an organisation to evolve the people working within it will have to adapt; and for this to be successful, they first of all need to know what it is about the way they are currently performing that needs to change. This is where 360 degree
BEST PRACTICE GUIDELINES
This is not copyright material. Reproduction and dissemination are encouraged, but please cite the source.
Contributing Organisations Background Overview 360 Checklist Planning Piloting Implementation Feedback Review Planning Establishing the purpose Establishing the process Establishing the resources Piloting Implementation Feedback Review Acknowledgements Further Reading
1 2 3 5 5 5 5 5 5 6 6 7 9 10 11 12 14 16 17
These guidelines were produced with the active support and funding of the following organisations:
¨= Chartered Institute of Personnel and Development, South West London Branch
¨= SHL
¨= The British Psychological Society
¨= The Department of Trade and Industry
¨=
University of Surrey Roehampton
The following contributed to the development of the guidelines: Áine Gray, SHL Antonia Lewis, SHL Clive Fletcher, BPS, Division of Occupational Psychology Eugene Burke, SHL John Mackay, Small Business Service, Department of Trade and Industry Mark Kubilius, Management Best Practice Directorate, Department of Trade and Industry Pat Lindley, BPS Steering Committee on Test Standards
1
“The concept of 360 degree feedback makes a lot of sense and, if used well, should have a great deal to offer. It seems to suit the move towards the less hierarchical, more flexibly-structured and knowledgebased organisations of the future” Professor Clive Fletcher Goldsmiths College, University of London In today’s changing and volatile world organisations are continually looking for ways to improve performance, and satisfy the demands of all stakeholders. Achieving this almost inevitably involves change, which then becomes the pivotal dynamic for success. For an organisation to evolve the people working within it will have to adapt; and for this to be successful, they first of all need to know what it is about the way they are currently performing that needs to change. This is where 360 degree