360-degree feedback review

Survey finds there is no single 'best practice' for 360-degree feedback

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Dominic Wake, Director, gives the topline results from the 360-degree feedback review

ETS conducted a survey of senior HR professionals representing 2.3m private-sector employees. The results challenge perceptions about the uses of 360-degree feedback. According to the first survey of major employers, more than 100,000 employees receive 360-degree feedback.

360-degree feedback emerged in the 1980s as an holistic method to assess performance. Rather than relying on the line manager alone, senior and junior colleagues, peer and sometimes customers make up the rate the individual. While management development has been the traditional focus of 360-degree feedback, nearly four in ten (38%) of companies now target non-management employees, specialists and talented individuals who may not be in management positions.

Challenging assumptions

The ETS study challenges three main assumptions regarding the use of 360 feedback. The survey provides a new approach to the perceptions that:

Employee populations who are the subject of 360-degree feedback

360s are used for development, however, 360-degree appraisals are also common;
most 360s take place annually, however, only a minority take place every year;
feedback is mostly anonymous, however, in some circumstances, it is attributed.

360 is used for more than just development

While 46% of respondents agree that 'development' is the main purpose of 360-degree feedback, most identified multiple aims for the uses of this programme:

to inform appraisals
talent and success planning
to embed organisational values

employee survey

Purpose of 360-degree feedback programme by private-sector organisations

Businesses see that 360-degree feedback supports real improvements in individuals' performance, which is why tens of thousands use the technique. Using 360-degree feedback in a tailored way is crucual to its success. What works in one company may fail in another. - Hannah Stratford, Head of Business Psychology at ETS plc

Frequency of 360s

Medium and larger private-sector firms frequently use 360s: 89% of respondents use 360-degree feedback and 41% of firms use the two programmes annually.

360 degree feedback

Frequency of employees completing the main 360-degree feedback process

360 is an ongoing, annual process at four out of ten organisations but there is some significant ad hoc usage to evaluate individual projects.

360 degree feedback

Separate 360-degree feedback programmes underway in respondents' companies

Anonymity of feedback

The use of anonymous feedback after employee surveys can be a powerful method of gaining insight into co-workers' perceptions. However, attributed feedback can be extremely valuable for companies with a mature feedback culture. The data from the ETS survey reveals a shift in the feedback mechanism: a minority of organisations are now using attributed feedback.

Three quarters of organisations offer anonymity to raters, which can lead to more authentic feedback.

online performance appraisal

Anonymous vs. attributed feedback

Coaching is the best way to support individuals' changes in behaviour

During the coaching method, the coach helps the ratees to understand and accept the feedback as well as to support them in designing and executing a development plan.