The culmination of this process, receiving one's report, is often a time of high anxiety. To read it in isolation can demotivate and discourage, so make sure good supports are available. Given that an individual is receiving sensitive information about how others view their performance the best practice would be to make someone available to help them interpret the results.
First, conduct a group 360-degree feedback report workshops for all participants -- to clarify reports, answer questions, and get people thinking about development. Second, provide individual meetings with a trained facilitator to ensure the results are understood at a personal level. If this is not possible because of time or budget constraints, make people available for voluntary meetings with recipients, following the group session.
These sessions should be held early to mid-week, rather than sending people home with their reports for a weekend. This will provide them with time in the work environment to ask for clarification and support, and to observe their own behavior in light of the feedback provided.
Your trained facilitator (HR/OD staff, external consultant, interested manager, etc) should have a good understanding of the organization’s values and policies, close familiarity with the 360-degree feedback solution and reports, and interpersonal skills to conduct these sessions. The facilitator should be seen as a credible and trustworthy person.
Plan your 360 process so that your participants receive their feedback reports as soon as possible. That will maintain the momentum of the process and ensure that the feedback is still relevant.
