An estimated 90 percent of Fortune 1000 companies use some form of multiple sources of evaluation. These assessments are known as 360 degree feedback, because managers are evaluated by a circle of people including supervisors, subordinates, peers and even customers. In most

organizations, 360 degree feedback is used development: The ratings are collected anonymously and fed back to managers as a whole. Typically, only administrators to be valued view comments. The ratings are not included in the assessment of formal performance management. Increasingly, however, the administration is asking: "How can we keep people accountable for improvements if they are the only ones who see the data? If the individual development needs and ignores the comments, we can not remedy the situation.

There are valid reasons to limit the use of 360 degree feedback for development purposes and that separates it from the formal evaluation process. First, researchers have shown that when people believe that the results will be used for performance evaluation, which may alter its classification. In general, ratings are more favorable, but occasionally employees see this as an opportunity for revenge, so lower your score. This is certainly a reasonable question, especially when companies are spending a good amount of time and money in the process of feedback of 360 degree.

Second, if the ratings are used as part of the assessment of the individual, the game can occur. Supervisors may try to get higher ratings by catering to their subordinates - at the expense of the goals of the organization. Or supervisors may implicitly or explicitly states that "if I get good grades, I'll give you good grades basically Based on our research experience, and our experiences implementing 360 degree feedback in a number of organizations, the following recommendations provide companies that want to include 360 feedback on your performance management system and add accountability for development.

The process of 360 degree feedback should be introduced carefully and with caution. Managers and employees must understand the rules of anonymity and confidentiality, be fully informed about how the process works, and buy the fact that the process is a useful exercise. If people perceive that the process is designed to be potentially punitive, there will be resistance to its use. Before 360 feedback can be successfully incorporated into the evaluations, people need to feel comfortable with the process, but they need to believe that will be evaluated with honesty and fair dealing. Even if this is not the case, the verbal assurances are not enough.

In this scenario, 360 degree feedback should be used only for development to the level of employee comfort and feelings of returning stability. Start off at the leading. It assists to have the support of the executive group. Consequently, most organizations are executives, a standard approach for 360 degree, within the pilot groups. Good communication of the program will also contribute to its achievement. The involvement of senior management will help to show a commitment to high standards and may also be applied to get rid of the concerns concerning the confidence of workers plus the opening of responses. Complete and clear explanation of the purpose, how the information will be utilized and how it will be protected should be communicated to all stakeholders within the method of being evaluated and feedback providers.

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