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360˚ feedback involves measuring an employee’s performance by taking multiple perspectives within the business into account. This includes managers, supervisors, peers, and subordinates. This holistic approach to a review gives the employee different angles to reflect on.
While some may consider this concept outdated, the director of True Perspective, Joe Hart, said on The HR Leader that it can be very beneficial.
“I think they're powerful. I think they're brilliant. However, there are better ways to do it in my opinion and not so good ways, and I think the best way is the way that takes the most amount of effort,” said Mr Hart.
Mr Hart outlined what a bad example of 360˚ feedback might look like: “If I send out a survey, and people fill it out, and I've got all in sundry on the list … Then I get a big fat report that has 50-odd pages, and all of these insights in it, and highest and lowest, and it just becomes a data-splicing exercise … I tend to find that people get quite defensive around that information as well; it depersonalises it, dehumanises it.”
Adding a personalised review allows employers to not only connect with their employees, but evoke a sense of curiosity. “They all of a sudden become more humble because they're intrigued and curious about what this feedback is going to help them with,” Mr Hart added.
However, Mr Hart urges that caution needs to be exercised when choosing who participates in these reviews. Grudges or biased opinions reflected as ‘feedback’ can make the employee feel scrutinised and judged. This will impact their development and can break trust.
Keeping the conversation personal is key to connecting. The person asking for the review should speak with the reviewee to ask for their participation, according to Mr Hart: “They need to have a conversation, not just an email, that's impersonal. No, I really want you to be part of my development … That's honest and powerful and [the person being reviewed will] want to learn.”
“When it's done in that way, it changes the relationship.”
Providing a safe space for your employees is key to their development. If they are comfortable, they won’t feel threatened and will learn from the review, rather than be fearful for their job.
This concept isn’t just relevant to those in leading roles. Indeed released a guide to implementing this strategy with your boss, which if done correctly, can improve relations and increase job satisfaction.
Their seven steps are as follows:
1. Start with positive feedback
2. Review your relationship
3. Give examples
4. Be objective
5. Plan your feedback
6. Be empathetic
7. Practise
Being open to criticism and learning from these conversations can help to connect with employees and create a healthy workplace where people are comfortable.
Meredith Collins, talent and capability leader, spoke with The HR Leader back in June about how managers can thrive off of these principles.
“They've got to care enough to want to be better,” she said.
“The people that actually do and become better leaders are the ones that can be bothered and are willing to do the uncomfortable work of making the change.”
The transcript of this podcast episode, when quoted above, was slightly edited for publishing purposes. The full conversation with Joe Hart is below.
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Performance reviews provide an opportunity for managers and staff to talk about workload, production, problems, and concerns. Moreover, it entails providing just-in-time feedback to staff members so that only minimal changes to working procedures are required.
Jack Campbell
Jack is the editor at HR Leader.
