Improving the Payoff from 360-Degree Feedback

further and linked the process to performance appraisal and succession planning, This article describes our research findings on the 360 feedback process. We have discovered six critical factors, or best practices, to help leaders in organizations get the most from their investment in the process. Additionally, we have found that organizations that derive the most benefit from the 360 feedback process use it for individual development planning, coaching, and feedback; and carefully manage every step of the process, from choosing who will participate to investing in extensive training for all involved employees. Historically, employees received feedback only from their direct supervisor. With flattened structures and the need to respond quickly to customer demand, 360-degree feedback (“360 feedback”) was introduced to equip employees with the information needed to deal with change and to leverage individual talent to meet organizational goals. Today, many companies fully customize the 360 feedback process to the specific competencies and values required to meet their goals, often creating multiple sets of competencies to ensure relevancy to the business. Some companies have gone