The Pros And Cons of 360-Degree FeedbackJune 7, 2018
When it comes to feedback, there’s varying degrees to which it can be performed. Many companies place a low emphasis on delivering feedback, and only delivers it during performance reviews; frequently too late to be acted on. Other companies adopt more thorough and consistent feedback processes, but may miss some important details for the sake of timeliness. Is there an approach that allows companies to harness the power of feedback in a more thorough and timely process?
‘360-Degree feedback’ may seem like some marketing buzzword, but it’s a fairly simple addition to a normal feedback process. Instead of workers being rated mainly by their superiors, everyone from underlings, workmates to superiors are included in the feedback process.
What are the advantages of such a system? The first, and probably the most obvious, is that while feedback from superiors is important for an employee’s personal development, they can have some blind spots regarding performance and conduct that can only be observed by the people that need to work with the employee.
Results-driven feedback is a vital part of getting a good picture of your employees, but a 360-degree feedback system can fill in the blanks and explain why some employees are doing better or worse than others. For example, while an employee may be delivering great results from his work, his behaviour in the workplace may distract others or contribute to a toxic atmosphere that can drain productivity.
360-degree feedback is also a vital part of developing leadership qualities in employees. Being an effective leader means not only having the confidence and respect of your superiors, but also your employees, who are frequently neglected in performance reviews for potential leadership talent.
At Soft Intelligence, we’re passionate about gathering feedback and ‘soft intelligence’ from your clients and customers, transforming it into straightforward and accurate data that turns the hassle of feedback processing into a breeze.