Page 170 - Psychological Management of Individual Performance

360-degree feedback 153
external development (i.e. comparable to a completely standardized, organization-
unspecific method, no involvement of an internal person or project) and, finally, (3) a
combination of (1) and (2). In this case, the project should be planned and managed
in cooperation with a professional, external partner. The tasks which call for the exact
knowledge of the organization’s internal processes should be in the hands of the responsi-
ble organization personnel (e.g., information management). It is thereby assured that both
the methodological and the conceptual criteria fit the organization-specific conditions.

Information management
Informing employees extensively about the 360-degree feedback project as a whole, and
at every single step, is connected closely to the success of the project. In the course of
implementing successful 360-degree feedback systems, almost all channels of commu-
nication are used in order to inform the employees as thoroughly as possible: company
brochures, info letters, information events (for that purpose only), conferences, personal
talks in regular turns. The most essential prerequisite of a 360-degree feedback system is
undoubtedly the participants’ commitment. This commitment is also created by making
each step of the project and the according goals transparent.

Feedback-giver
The feedback-giver, i.e. the appraiser, needs to be prepared thoroughly for his or her tasks.
This includes, e.g., close knowledge about the instrument, a training for the appraisal,
general personal competence and the skill to chair discussions. There are three possible
ways for choosing a feedback-giver: (1) the feedback-receiver exclusively appoints the
feedback-giver, (2) someone else (e.g., staff management, superior, project team) takes
on this task, or (3) the individual is chosen randomly, but very few companies make use
of this possibility.

Presentation of results

An all-inclusive presentation of the results to the feedback-receiver, along with an ade-
quatechanceforquestioningthepresenter,supportsthesuccessofa360-degreefeedback.
The feedback report consists of the exact comparison of self-impression and general im-
pression on the ground of the appraisal dimensions. Beside the written information there
are also frequent oral explanations, with space for reference questions. After the result
is presented it should be possible to claim support for the interpretation in the form of
coaching or advice. Many companies like to add a “second level” of activities to the first,
in the form of a feedback process among a team, i.e., a meeting of the appraised person
with his or her appraiser. Since there is no longer anonymity during such a discussion and
meeting process, these measures should only be applied if it is the feedback-receiver’s
explicit wish and if the feedback-giver also agrees.

Consequences

The participants of the 360-degree feedback process consider it extremely important to
ensure the confidentiality of the result data. Neither the superior nor the staff manage-
ment should be allowed to look into the personal results without the feedback-receiver’s