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Sharing is good in 360

Posted by Samantha Arnold on Thu, 26/01/2012 - 09:28
Back to blog homepage for: HR means business: by Samantha Arnold of ETS

Estimates put usage of 360 or multi-rater feedback at around 89% of medium and large companies. Its enduring popularity with companies owes to its unique versatility as a development tool.

For those taking part though, it isn’t always so popular and can be quite a daunting prospect. Receiving feedback, especially if some of it is negative, can be particularly uncomfortable.

 Leaders must be prepared to be more open in order to leverage genuine value from the 360 process though, as a recent article in the Wall Street Journal explains.

Sharing is good. Sharing 360 development actions with others will create clarity around the process and help foster trust between managers and their teams. What’s more, there is compelling evidence to show that this will help increases the effectiveness of the 360.

By sharing, leaders and managers will also show that they have taken feedback on board. This will not only validate the 360 process but it will also strengthen the feedback culture and, help the individual in question to follow through on development actions.

 

HR means business: by Samantha Arnold of ETS

A blog by Samantha Arnold

Hi, I’m Samantha Arnold, Senior Business Psychology at ETS. We are an HR consultancy and bespoke solutions provider specialising in 360-degree feedback, employee surveys and performance/talent management. This blog is my take on the very latest issues concerning people management processes and the wider HR community.

 

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Editor's Note - May 10

Had a busy week with two days at the Responsible Business Summit in London. What struck me was the appetite for sustainability in the corporate world. I spoke to senior figures from multinationals who knew wholeheartedly that businesses in the future would not succeed if the society around them failed.

Much of this appetite was understandably focused on collaboration - the future of sustainability. Words that were previously indicative of success - power, might, scale, size - are no longer enough in the open source, peer-reviewed future where opponents will not simply grumble and moan and then leave you in peace. Companies must work with governments, NGOs, charities and social enterprises as a matter of course. And even competitors, where necessary.

Facilitating this collaboration is the big challenge of the next five years. Highly-strung and ego-centric companies, feverish with the need to protect their brand, will struggle the most, but it's either adapt or die.

The business/charity relationship is one of the most interesting focal points. Business power can drive positive social change in so many ways but charities are the key holders to communities. As businesses are expected more and more to play a stake in the future, charity partnerships should be top of the corporate priority list. Businesses that don't work closely with a charity will find themselves with reputational problems.

There's a lot more to CSR, of course, but collaboration is the bedding on which CSR will rest. Businesses can no longer find the answers to all their problems in their own resources and assets.

And for many that's a scary thought.

Any thoughts, thoughts or questions, drop me a line on editor@hrzone.co.uk.

Best wishes

Jamie