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All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
All-in-one HR platform · v2.0
14-day free trial · No credit cardhello@HrMagix.com
Feedback on an employee gathered from several directions: their manager, peers, direct reports and sometimes clients, along with a self-assessment. It is most useful for development, because ratings from people who see different sides of the work are hard to turn into a single score.
HR usually runs a 360 as a short project a few weeks before the annual review. The employee and manager agree a reviewer list, HR checks it for balance so it is not only friendly colleagues, and a form goes out with a deadline of about two weeks. Reminders in the second week are what decide the response rate.
As an example, a team lead might nominate six peers and four reports. If only two reports respond and the reporting rule needs three, that group's comments are rolled into a wider category rather than shown separately, so nobody can be identified.
The common mistake is handing the raw report to the employee with no conversation. The useful output is a debrief with the manager or a coach that picks two or three themes and turns them into a development plan, which is then reviewed at the next cycle.
Typically the manager, a few peers, direct reports where there are any, and the employee through a self-assessment. Some organisations add internal or external customers who work closely with the person.
Many organisations keep it for development only. When it feeds pay, reviewers may soften or sharpen their comments for reasons that have nothing to do with the work.
Enough that individual responses cannot be identified, which is why peer and report feedback is usually shown only once a minimum number of responses is reached.
Handing over the report without a conversation. The feedback is most useful when the manager helps the employee pick two or three themes and turn them into a development plan.
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