360-degree feedback is a system by which the skills and behaviours of company members are assessed. The 360-degrees imply that the assessment of each individual is a complete contribution of feedback from all sides. Assessors could therefore consist of managers, superiors, peers, colleagues; customers etc. – every person that an individual comes in contact with in a normal working day could be nominated to provide feedback.



Having a conceptual understanding of the 360-degree assessment system is as important, if not more important that understanding the practical procedures. So…let’s wrap our heads around this one. In this article the basics of a 360-degree assessment will be discussed.

What Happens?

All members in a company will be assessed according to their skills and behaviours in the work environment. The assessment will usually take the form of a survey questionnaire. A good variety sample of people will be chosen to assess an individual, and the individual will need to complete a self-assessment as well. All assessors will be made completely anonymous Once feedback has been submitted, the information will be processed and formatted into a report which is then received by the individual and his or her managers. The managers will then discuss the report with the individual.

What is it For?

A 360-degree assessment is run for the purpose of gathering information that would assist in the development of company members, and growth for the organization as a whole. So how does a survey grow a company? Feedback is analysed and translated into a personalized action plan for each individual assessed. Such action plans could include anything from coaching to team building to a studying.

What is it Not?

It is not a performance appraisal. Work is not measured through results. It is a qualitative assessment where measurements are drawn from the opinions of various people. You are not being reviewed for an increase or for retrenchment.

What is Asked?

Senior management will decide on what they perceive to be good company values as well as agreeing on the current company goals. The survey questions will then be constructed in correspondence with these. If great customer service is agreed to be an important company goal, then the question will be “Does Mr X liaise with customers throughout the day?”

So What is the Big Deal?

There are many things that could go terribly wrong if the process is conducted by uninformed and inexperienced people:
1.    Anonymity can be broken.
2.    For a large company to agree on the main values and goals of the company is easier said than done. Some view certain behaviour profitable while other will insist the opposite.
3.    The process could trigger suspicion and be destructive to relationships in the work place unless it is handled sensitively.
4.    Ambiguous phrasing in the questionnaire can be misinterpreted and produce an obscure and upsetting answer.

Employees and employers need reassurance and guidance. In the coming articles, part 2 and part 3, I will talk more intensely about what it takes to manage the 360-degree assessment for it to contribute to the success of the business instead of fuelling a corporate nightmare.

Carla van Straten is a Writer for Sound Idea Digital | Carla@soundidea.co.za | www.soundidea.co.za