Plan and run a 360 assessment
Set a clear purpose for 360 feedback
Decide what people should learn from the assessment and how you will help them use it. Explain that purpose before asking anyone to participate.
Start with a real development need
A useful purpose describes something people need to do better at work. New managers may need to delegate more clearly. A leadership team may need to work across departments. Experienced leaders may want to understand how their behavior affects others.
Choose a focus that people can act on. “Improve leadership” is a broad ambition; “help managers set clear expectations and give timely feedback” gives you a basis for selecting questions and planning support.
Connect the assessment to the wider development program. Decide what will happen after reports are delivered and who will help subjects follow through.
Be clear about how results will be used
For a development program, keep 360 feedback separate from compensation and promotion decisions. People may be less candid when their responses could affect a colleague’s pay or career, and subjects may focus on defending a score instead of learning from it.
If an assessment has an evaluative purpose, say so before launch and design the process for that purpose. Do not describe results as private development feedback and later use them for a different decision.
State who will receive each report, what the subject is expected to share, and how the organization will use any group results.
Write a purpose statement people can understand
Adapt the statement to your actual reporting arrangements. Share it with subjects, evaluators, managers, and anyone supporting the project.
Before you move on
- A specific development need is documented.
- The intended use and report recipients are clear.
- Subjects know what support and follow-up to expect.
Useful resources
Need help with the platform?
Panoramic Feedback provides the software, platform training, and optional project administration. Your consultant or internal team leads interpretation, coaching, and development planning.
