Success factors of 360 degree feedback
What really matters
What really matters
In our opinion, 360 degree feedback is one of the most effective instruments of personnel and organisational development. When designing and implementing the 360 degree method, it is essential to do the right things in order to have the greatest possible impact. In the following we have compiled what we consider to be the six most important success factors for your 360° project.
The course and objectives of the procedure must be communicated (in advance) to all parties involved in a transparent and comprehensible manner.
The parties must have confidence in the procedure. This includes ensuring the anonymity of the feedback providers.
A scientifically based questionnaire that is also adapted to the target group and company is essential.
A benchmark with other feedback recipients has a motivating effect and allows you to classify your own results.
A 360° feedback must be repeated regularly and developments should be both demanded and presented.
A professional 360° coach provides support in classifying and deriving suitable measures.
(according to Holtmeier & Mertin, 2020)
At this point we define “success” in such a way that a feedback recipient benefits significantly from the feedback process. In this sense, the result of the 360 degree feedback process is, on the one hand, that strengths are used in a more targeted manner and, on the other hand, that opportunities for improvement are recognised and implemented. Success should be noticeable in the sense of an increase in performance.
Figure 1 shows a simplified model of relevant influencing factors (according to Holtmeier & Mertin, 2020). The decisive intra-psychic processes of feedback recipients are shown in the grey box.
The model also considers factors that have a moderating effect on the success of the feedback process:
Finally, the reaction of the environment to a change in behaviour (figure 1, below) is also attributed considerable importance.
The focus here is on intra-psychic processes. From the model, concrete design guidelines for the 360 degree process can be derived:
Finally, it should be noted that potentially gratifying changes in the behaviour of 360° feedback receivers need to be stabilised so that new habits are formed and “relapses into old patterns” are avoided as far as possible. The sustainability of 360° effects can be increased by…
Holtmeier, S., & Mertin, I. (2020). Feedback-Trends in Organisationen: 360°, Ongoing, Instant, Always-on und Kudo. In: Klaus Stulle (Hrsg.) Innovationen in der Management-Diagnostik. Berlin: Springer.