The key to introducing 360-degree feedback successfully is to involve the stakeholders. Their participation may include information briefings, demonstrations, surveys, focus groups and project teams. No two organizations are alike, and they all take a different approach to implementing 360. Stakeholders can point the way to solutions appropriate for your organization.
Managers. They probably have a lot of practical wisdom. They are candidates for receiving 360 feedback, and they may have to function in their role as performance coach to direct reports who receive feedback. What information or refresher training do they need? What summary data from the feedback reports do they need to function as coaches?
Administrator. Someone will oversee the assessment process, brief participants, collect and process data, print and distribute reports, and coordinate follow-up developmental activities. What actions will be a part of the process in your organization? Are administrators familiar with the administration software?
Facilitator. If group orientation and interpretation meetings are held, you will need skilled group process leaders. Do you have experienced facilitators on staff?
Participants. While it may be impossible to involve all feedback recipients and respondents, representatives can be asked to help get the program underway.
Consultants. Depending on the level of familiarity, the assistance of someone with experience before, during or after assessment can make the first projects successful. This person’s advice and facilitation at key points can prevent painful “reinventing the wheel” experiences.
