HR Professional - July/August 2012 - (Page 41)

H R 101 BY SEAN CONRAD MAKING THE MOST OF 360 MULTI-RATER REVIEWS IN YOUR ORGANIZATION W 1. 2. 3. IL L US T R AT ION: MIC H A E L E DDE NDE N hile 360 multi-rater evaluations can be one of the most effective ways to ensure employees get broader, fairer feedback that supports improved performance and ongoing development, many organizations and HR professionals struggle with how to design, implement and manage them on an ongoing basis. To get the desired results from your process, you need to design it properly from the start. To do that you need to ask and answer some fundamental questions. Why Do You Want to Gather 360 Degree Multi-rater Feedback? There are three common reasons companies choose to gather 360 degree multi-rater feedback: To gain insight into the performance and potential of current and future leaders. To gain broader insight into the development needs of employees. To gather broader feedback for performance appraisals, helping ensure their fairness, especially where the manager does not have direct, firsthand knowledge of their employees’ performance. Your reason for gathering multi-rater feedback will greatly influence the design of your program. HRPROMAG . c om Companies with employees who work for remote or multiple managers, who work different shifts than their manager or who work on project teams often find multi-rater feedback as input for their performance appraisal process is important. Whenever an employee’s manager is not in a position to observe the employee’s performance directly, 360 degree evaluations help make performance appraisals fairer, and the feedback given to employees more comprehensive and helpful. In making the decision why, it’s important to consider organizational needs, as well as organizational culture. A company with a more collaborative, collegial and supportive culture may well benefit from gathering multi-rater feedback for performance appraisals, while one that is highly competitive and individualistic might risk doing harm and further polarizing their workforce. These companies should consider starting with a development focus. It’s important to be clear on your purpose and to communicate it to all involved, in order to ensure effective participation and engagement with the results. Who Should Be Involved? This is actually a two-part question: who should you gather feedback on, and who should you gather feedback from? The answers depend on J u l y / A u g u s t 2 0 1 2 41

Table of Contents for the Digital Edition of HR Professional - July/August 2012

Editor's Letter
Leadership Matters
The End of Reviews as We Know Them
Coaching: Blazing Your Own Trail
Mentoring the Future
HR 101
Interview with an HR Hero: Sheila Rider
Off The Shelf
Technology & Privacy
The Last Word

HR Professional - July/August 2012