360 Feedback Process
Do’s And Don’ts
DO: • Focus on development actions • Make it voluntary • Tell raters why you’re interested in their feedback • Share what you plan to do with the feedback
“Keep in mind Development Action Plans are only meant for use in coaching scenarios. If you are working with a counseling scenario, a Development Action Plan will not be your best resource as the employee is not working to make a behavior change or skill improvement but is making a choice not to perform.“ http://coach4growth.com/coaching-resources/development-action-plans-for-employeedevelopment-through-behavior-changes-and-skill-improvement
Making it voluntary may be up to the organization. When feedback is asked voluntarily participants generally give more candid responses. By asking for honest feedback will help the subject and the coach understand where strengths and areas for improvement can be focused. The subject can let raters know how they plan to use the results of the feedback. This shows they are truly interested in the feedback they receive and plan to create action plans from it.
Don’t: Request a 360 as a way of validating or invalidating performance feedback Consider it a step to justify or avoid corrective action Make it mandatory Seek out who provided specific feedback to rationalize behaviors
Additional information: The focus of this process is development not to point fingers or proof of fault. If you receive negative feedback a coach will place the conversation in the correct context for development actions. Managers should not use this feedback to avoid dealing with an issue outside of this process. Mandatory feedback may prompt users to give inaccurate responses to fulfill the request. The subject can let raters know how they plan to use the results of the feedback. They should also advise that the feedback is anonymous.