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A 360-degree feedback assessment: what's that?

You were promised a 360-degree feedback this year. But what exactly does it entail? Bright Plus found out for you.

Bright Plus

1 min. reading time

Originally, 360-degree feedback assessments were initiated for the highest executive functions in a company. This, in itself, was a positive step, since the system also allows employees to give feedback in relation to their manager. Now, however, this assessment model is increasingly common for employees at different hierarchical levels.

In practical terms, this means the supervisor is no longer the only one assessing the employee. This means that the person's peers, his or her potential subordinates, and even suppliers or internal and external customers are likely to evaluate him or her. The managers of the projects the person is involved in, or mentors for example, may also have their say.

Not to mention the fact that the person carries out a self-assessment as well.

The behaviour is assessed, not the skills

When conducting a 360-degree assessment, the goal is to give an overview of the person's behaviour and show how the employee is perceived by his or her environment. The subject of the evaluation is therefore not the skills and abilities, but the behaviour as observed. And the results may subsequently cause the employee to become aware of and reflect on behaviours which ought to be changed.

In which respects can a 360-degree feedback have an impact?

1. Individual work

The comparison between self-assessment and the feedback from other participants can help pinpoint individual changes to implement. In the clear feedback, the assessed individual sees how he or she is perceived and can work on improving himself/herself if need be. It is a great basis for improvement, in terms of behaviour.

2. Transparency and measurability

Objective facts are expressed in a quantified manner, using an average, for example. The main objective is to successfully discuss sensitive aspects. If this is done with the help of quantified data, which seems more tangible, the person assessed is more likely to accept the findings.

3. A behaviour model within the company

The guidelines derived from multiple assessments can serve as a model in relation to the behaviours, attitudes and values that management wants to encourage within the organisation.

4. A personal development plan

The 360-degree feedback can be used to determine development needs at individual level and to establish a personal plan to help the person grow.