A Checklist For Introducing 360 Degree Feedback

Professionally managed, a 360 programme can promote:

• Increased self-awareness and ownership for self-development and learning
  
  
• Greater focus around developmental activities
  
  
• Knowledge about which behaviours best contribute to organisational success
  
  
• Increased understanding of personal 'blind spots'
  
  
• Greater focus for personal action planning and goal setting
  
  

360 degree checklist  

The following checklist gives an overview of the critical stages in managing a 360 degree process.

Planning

Establishing the purpose:

• Does the organisational culture support the introduction of 360 degree feedback?
  
  
• Are the purpose and objectives clear?
  
  

Establishing the process:

• Is there senior management commitment?
  
  
• Have those taking part been involved at the planning stage?
  
  
• Has a clear process for identifying the raters been agreed?
  
  
• Does the questionnaire relate to job performance and describe relevant behaviours?
  
  
• Is it a reliable and valid instrument?
  
  
• Is the feedback presented in a useful and sensitive way?
  
  

Establishing resources:

• Have the resources for subsequent development been considered at the planning stage?
  
  
• Where computers are being used, has the security of the system been considered?
  
  

Piloting

• Is the questionnaire meeting its purpose?
  
  
• If it has not been used before, is it reliable and valid?
  
  
• Are the resource estimates for the roll-out realistic?
  
  

Implementation

• Is there clear communication to all involved?
  
  
• Is there a clear owner responsible for administering the process?
  
  
• Is there a "helpline" or clear point of contact?
  
  
• How are the raters being briefed?
  
  
• Have those giving the feedback been trained in the relevant skills?
  
  

Feedback

• Will the feedback be communicated face to face?
  
  
• Is there appropriate support for those receiving the feedback?
  
  

Review

• Has the review process been considered at the planning stage?
  
  
• Has the 360 programme met its purposes?
  
  
• Has it resulted in performance improvement?

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