Success factors of 360 degree feedback

What really matters

360 degree feedback successfully introduced

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.

Transparent communication

The course and objectives of the procedure must be communicated (in advance) to all parties involved in a transparent and comprehensible manner.

Build and justify trust

The parties must have confidence in the procedure. This includes ensuring the anonymity of the feedback providers.

Use suitable questionnaires

A scientifically based questionnaire that is also adapted to the target group and company is essential.

Provide relevant norm groups

A benchmark with other feedback recipients has a motivating effect and allows you to classify your own results.

Focus on change

A 360° feedback must be repeated regularly and developments should be both demanded and presented.

Support the follow-up process

A professional 360° coach provides support in classifying and deriving suitable measures.

How do the feedback recipients benefit most from the 360 degree feedback?

(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:

Design of the instrument (simplicity, guaranteed anonymity, etc.)
Aspects of the underlying personality of the feedback recipients (e.g. openness to new experiences, self-efficacy expectations, etc.)
Predominant corporate culture (dealing with mistakes, routine in giving feedback etc.)

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:

The 360° assessment must be accepted as relevant and valid. Therefore, only those persons should be interviewed whose feedback is actually significant for the feedback recipient. Sometimes it is therefore necessary to divide feedback provider groups into subgroups (e.g. group of colleagues A, B and C) so that the core statements are not “diluted” in the results report.
Feedback recipients recognise that a change in behaviour is indeed appropriate. This requires that the instrument is designed in such a way that even critical hints are given with a certain probability. We achieve this by formulating the questionnaire items and by using a suitable answer format (scale). In addition, the process should be designed in such a way that the feedback recipients themselves actively and credibly demand “relentlessly open” feedback in advance.
The necessary change must be within the bounds of what the feedback recipients believe they can achieve. A very important role is played here by the personal 360° coach, who, when the results report is available, advises the feedback recipient, classifies results and supports the formulation of achievable (interim) goals.
An attractive, anticipated result promotes the willingness of feedback recipients to change. Therefore we recommend a survey mode which we call “3-step procedure”. The feedback providers are guided in such a way that, in addition to concrete suggestions, they also formulate in writing which positive effects a changed behaviour would have on the feedback recipients themselves and their environment.

Figure 1: Factors influencing the success of feedback processes

Measures to increase the sustainability of the effects

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…

… writing down the measures resulting from the 360-degree feedback in an action plan. In the best case, the 360 degree software supports the action planning and sends a reminder on the due date.
… providing binding follow-up appointments with some of the feedback providers. The first person to be mentioned here is your own manager. Nevertheless, after every 360-degree feedback there should also be an exchange with your own team. The aim of these discussions is not only to signal transparency, but also the commitment to change.
… involving the personnel department. It is desirable that Human Resources is involved in the follow-up process. Depending on the prevailing corporate culture, it is conceivable that the responsible HR managers will also gain insight into the results.
… conducting an evaluation meeting with an external 360° coach as an independent authority. These discussions can be conducted in person, via video or telephone conference.

Literature

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.