360 feedback evaluations inspire enthusiasm in some HR managers and skepticism in others. It’s easy enough to say that the skeptics are blaming the program when the real problem is the failure to implement it properly. However, there’s no doubt that the correct implementation of evaluation processes is a challenge. From getting senior management buy-in to ensuring sustainable change, the success of the 360 evaluation process is driven by the behaviors of the HR manager.
Fortunately, there is consensus on how to get the best results from 360 feed back tools. HR managers do not have to proceed in the dark. Making positive changes in the culture of a workplace is never easy, and cannot be accomplished by any evaluation process by itself. However, when it happens, it is well worth the effort.
- Are the questions clear or confusing? Specific, or vague?
- Do they focus on observable behaviours, or are they too personal or subjective?
- Are the questions about behaviors that are trainable?
- Do employees have a clear sense of what the organization hopes to achieve with the evaluations?
- Do they understand the value of the process for themselves?
- Do they understand how the feedback will be used?
- Have they been assured that the feedback is confidential?
- Ongoing coaching
- Reviewing progress at particular dates