360° Feedback: Ready, Fire, Aim-Issues With Improper Implementation

George Vukotich

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Human Resource Development and Performance Evaluation Employee Performance and Management Coaching Methods and Impact

Abstract

This article looks at 360° feedback, as well as mistakes and misuses that are often made in its implementation and use. Too often individuals look for tools to give them facts to support predetermined opinions rather than gathering facts to support individuals in their growth and development process. By identifying these issues and addressing them up front, larger issues that can negatively affect the overall culture of an organization can be avoided.

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References

1984Corporate Cultures: The Rites and Rituals of Corporate Life 2003360‐degree feedback with systematic coaching: Empirical analysis suggests a winning combination 1997Should 360-degree Feedback Be Used Only for Developmental Purposes?1997Using 360-Degree Feedback in Organizations: An Annotated Bibliography 2009Leveraging multirater feedback to facilitate successful behavioral change.

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2021Following Up on Employee Surveys: A Conceptual Framework and Systematic Review 2017The Effectiveness of Using Leadership Practice lnventory (LPl 360) Feedback on Leaders' lnsight into their Leadership Behaviors in Higher Education

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