HOW TO CONDUCT 3600 FEEDBACK?

STEP ONE: THE TIME PEROID

The question here for how many times shall we conduct the feedback of our employees? Is it
monthly, quarterly or yearly.

STEP TWO: THE SPREAD OF THE PROCESS

Who are included in the process; is it the whole organization, the specific unit. After that we
should decide on what level we are conducting the feedback i.e on top level managers, mid-
level. The questions and the output will vary according to the level and units in the organization.

STEP THREE: LIMIT FOR THE FEEDBACK

In 360 degree we involve the managers , subordinates , peers, clients, we need to consider
feedback of these entities. While doing so we need to limit the number of responses. Like from
managers we can take 8-9 response form peers 12-15 response for the respected person.

STEP FOUR: QUESTIONNAIRE

Design the questions for feedback. The questions can include; questions can include about
behavior like “ Do you see any leadership qualities in employee” , “Does the employee is task
oriented”. Questions related to how the employee is motivated. How efficient is he/she with the
target? While asking these questions we can set the parameter. These questions would be rated
from a specified scale.

STEP FIVE: DISTRIBUTUION

The questions could be different for a manager compared to the peers and others. So we should
distribute the questions and assign different set of questions to different parties.

STEP SIX: ANALYSIS

After getting the report from the respected questions we should examine and get the strengths
and weakness of the employee. We should display the strengths and weakness in ascending or
descending fashion. We have be thorough in our analysis.

STEP SEVEN: EVALUATION OF OPPURTUNITY

We shall get some negative points or some positive points in some of the questions so we
should examine and deliver the report to the employee in an orderly manner.

While determining the weakness we can suggest some improvements and can help the
employee fill the gap.
IMPORTANCE OF 3600 FEEDBACK

• The aim of 360 degree reviews is to offer an employee the opportunity to understand
and resolve any points of tension or problems that may arise between themselves and the rest
of the organisation. Sometimes conflict points include issues relating to interpersonal
relationships, teamwork, communication and management style.

• While positive feedback tends to reinforce desirable habits and empower workers,
negative feedback may lead to a lower level of job satisfaction and a reduced ability or desire to
contribute to an organization.

• The 360-degree evaluation process is supposed to be superior to traditional forms of

assessment and feedback because it offers a more complete and accurate assessment of the
abilities, attitudes and performance outcomes of the employee.

• Although conventional performance reviews offer a single or narrow point of view, the
360 degree analysis provides feedback from numerous sources that often deliver repetitive and
clear messages. When a learner sees a consistent pattern of feedback, it is more likely the
feedback will be improved and more difficult to write off as false.

• Whatever the method used, the best performance reviews allow managers and
employees to interact, receive input, and share ideas, information, and opinions.

• Organizations would benefit from any performance tool that enables managers to better
communicate with management.

• 360 Feedback tests on attitudes and competencies 360 assessments provide feedback on
how others view an individual 360 feedback on capabilities such as listening, preparing and
setting goals A 360 assessment focuses on specific areas such as teamwork, leadership character
and effectiveness.