360 Degree Feedback format
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Number:360o FEEDBACK SURVEYDirections:The 360o Feedback Survey has 63 statements about on-the-job behaviors based on Core Leadership Competencies. Each statement is worded in a way that assumes the behavior is being performed in an effective manner. It generally takes about 30-40 minutes to complete this survey.If electronically responding, enter an "x" in the column that best describes your level of agreement with each statement.If manually responding, circle the number that best describes your level of agreement with each statement.In either case:Use N/A if not applicable to this person’s job or if you do not know this person well enough to answer a particular item.You will also be asked to identify this person's 3 most significant strengths and development needs. To ensure an appropriate response level and the anonymity of those completing the survey, a minimum of 3 participants from each of this person's direct report and peer group is required. Individual responses within each of these groups are consolidated and shown as a group average so no one person's responses are seen. Though still anonymous, comments on the open-ended questions can not be consolidated.Place an "X" by the statement that describes your relationship to:(the person being assessed).I report to him/her I supervise this personHe/she is my peer I am rating myselfPlease send the completed survey to: .1 Sets clear strategy and direction. 5 4 32 12 Creates sense of mission and collective purpose. 5 43 2 13 Establishes clear goals to implement strategy. 54 3 2 14 Helps others get clear picture of how things will5 4 3 2 1be after a change is implemented.5 Prepares people when change is going to occur. 5 4 3 2 16 Understands key financial indicators of our5 4 3 2 1business.7 Understands how his/her actions impact bottom5 4 3 2 1line.8 Understands the business, market and industry in5 4 3 2 1which we operate.9 Establishes effective management systems to monitor5 4 3 2 1financial and non-financial performance.10 Respects & retains the confidentiality of Company5 4 3 2 1information.11 Encourages innovation. 5 4 3 2 112 Encourages calculated risk taking. 5 4 3 2 113 Moves ideas forward into action. 5 4 3 2 114 Takes appropriate personal risks when necessary to5 4 3 2 1drive new or current initiatives.15 Solves complex business problems with incomplete or5 4 3 2 1ambiguous information.16 Focuses on the critical elements of issues. 5 4 3 2 1 17Understands the impact of decisions on other5 4 3 2 1departments, functions or operating units.18Consistently shows sound judgment. 5 4 3 2 119 Consistently achieves business objectives. 5 4 3 2 1 20 Knows how to get things done at .5 4 3 2 1 21 Has a way of getting things done that makes those involved feel positively.54 3 2 1 22 Makes tough, timely decisions and trade offs when necessary despite opposition or uncertainty.5 4 3 2 1 23 Sets high standards for self. 5 4 3 2 1 24 Sets high standards for others. 5 4 3 2 1 25 Maintains positive outlook and "can do" attitude despite obstacles.543 2 126Shows high sense of urgency.5 4 3 2 127 Is flexible in complex, ambiguous or stressfulsituations.5 4 32 128 Is resourceful and versatile in responding tochange; can lead or operate in variety of business situations (multi-cultural, start-up, growth, etc.).5 43 2 129 Adjusts people management style as needed.5 4 3 2 130 Committed to meeting expectations of internalcustomers.5 4 3 2 1 31 Committed to meeting expectations of externalcustomers.5 4 3 2 132 Intentionally attracts/selects high caliber peopleof diverse cultures, experiences and backgrounds.from inside and outside the company.5432133 Takes steps to improve bench strength.5 4 3 2 1 34 Personally supports the growth and developmentof people.5 4 3 2 1 35 Encourages participation in MultipleManagement Board.5 4 3 2 1 36 Provides accurate, actionable feedback andcoaching about performance and development. 5 4 3 2 1 37 Provides timely, positive feedback for a job welldone.5432138 Quickly earns respect of others. 5 4 3 2 1 39 Makes others want to follow without relying onformal authority.5 4 3 2 1 40 Facilitates consensus as well as action. 5 4 3 2 1 41 Resolves conflict quickly and directly. 5 4 3 2 1 42 Overcomes resistance. 5 4 3 2 1 43 Motivates/inspires others to achieve their highestpotential.5 43 2 144 Builds commitment to common goals.5 4 3 2 1 45 Creates an environment of collaboration, mutualsupport and achievement, and understanding of diverse perspectives.5 4 3 2 1 46 Embraces change to stay ahead of problems . 5 4 3 2 1 47 Tackles problems head on when they arise 5 4 3 2 1 48 Leads major change efforts effectively. 5 4 3 2 1 49 Supports company diversity initiatives.5 4 3 2 150 Builds trust/cooperation at all levels of theorganization.5 4 3 2 1 51 Encourages others to express candid, contraryviewpoints.5 4 3 2 1 52 Treats others fairly and consistently.5 43 2 153 Accurately appraises own strengths andlimitations.543 21 54 Accurately appraises strengths and limitations ofothers.5 43 2 1 55 Can be trusted. 54 3 2 1 56 Is ethical.5 4 3 2 1 57 Is open and honest about what he/she thinks. 5 4 3 2 1 58 Places good of organization above personal gain. 5 4 3 2 1 59 Believes in the importance of people.54 3 2 160 Communicates ideas effectively up, down andacross organization.5 43 2 161 Reads verbal and non-verbal cues of listener(may be individuals or groups).5 4 3 2 1 62 Adjusts style and language of message to meetneeds of listener.5 4 3 2 1 63 Listens to and accepts others' viewpoints andfeedback.5432164In your own words describe this person's 3 most significant strengths.65 In your own words describe this person's 3 most significant development needs (i.e., areas to improve). Feedbac2.\forms (5/01)。
360度考核:绩效管理新工具(1)360度考核(360-degree feedback)作为绩效管理的一种新工具,正被国际知名大企业越来越多地使用。
据调查,在《财富》杂志排名前1000位的企业中,已有90%的企业在使用不同形式的360度考核,比如IBM、摩托罗拉、摩根士坦利、诺基亚、福特、迪斯尼、西屋、美国联邦银行等,都把360度考核用于人力资源管理和开发。
什么是360度考核?现代经济的飞速发展,要求企业的组织结构、组织管理、组织文化不断调整,以适应这种变化;知识经济时代的到来,要求企业加快建立职业经理人队伍;而扁平化结构、矩阵式管理、参与式管理、团队协作、关注员工职业生涯发展、注重客户满意度等等新管理理念和管理方式,都使得传统人力资源的自上而下的单向业绩考核方式和结果导向不再适应当今人力资源管理的需要。
360度考核正是适应了这一需要而产生的。
从国内外现有的考核工具看,360度是其中相对客观、全面、科学的一种考核方法。
传统的考核,多是自上而下,由上级主管对下属工作进行的单向评定。
而360度考核,被考核者的考评者,不仅有其上级主管,还包括其他与之密切接触的人员,如同事、下属、客户,以及本人自评。
它是一种从不同层面的人员中收集考评信息,从多个视角对员工进行综合绩效考评并提供反馈的方法,或者说是一种基于上级、同事、下级和客户等信息资源的收集信息、评估绩效并提供反馈的方法。
360度,顾名思义,就是多角度、或全视角。
这种方法的出发点就是从所有可能的渠道收集信息。
尽管这种方法也可以在年中收集信息,但典型的360度评估法是一年收集一次评估信息。
表格设计360度考核实施过程包括设计评价表格,发放并收取表格,对表格进行统计和分析,形成考核意见,向被考核者进行反馈等,其中难度最大的是设计表格和对表格进行统计分析。
参照摩根士坦利的360度考核表,结合公司实际,我们按被考核人的类别不同和不同层面的考核人设计了全套360度考核表,不同层面的考核者从不同角度对被考核人的工作行为进行考评,不同类别的被考核人使用不同的考核表格。
Manager Requirement – 360 Degree Feedback 经理岗位培训– 360反馈表(For newly hired, Newly promoted and Rotation placement Managers to be done after completion of OJT training before attending Review Committee Meeting) (用于新聘的,新晋升的和安排轮岗的经理,在完成在岗培训之后,参加评估委员会会议之前完成)Read through each of the following Key Result Areas and decide how closely your employee meets each requirement. Then use the box provided on the right to rank the employee in terms of the following scale:阅读下面的关键结果领域并对于你的下属用下面的4个等级进行评估。
1No development needed in this area 不需要发展2Limited development needed in this area 需要有限的发展3General development needed in this area 需要一般的发展4Significant development needed in this area 需要显著的发展Key Result Areas 关键结果领域1.Functional competencies & lead ship 专业能力及领导力a)With solid functional competency and can delivery business result. 拥有扎实的专业能力,能够达到业务需求,b)Ability to build rapport with team members 能够与团队成员建立融洽的关系c)Ability to display an understanding of team member’s strengths and developmental needs能够了解团队成员的优势和发展需求d)Ability to effective recruit and select 能进行高效的人才招聘与选拔e)Ability to manage the performance of team members能有效管理团队成员的绩效f)Ability to communicate effectively with team members 能够有效地与团队成员沟通g)Ability to motivate team members 能激励团队成员h)Ability to delegate tasks effectively 有效地委派任务的能力2.Cross Functional Knowledge 跨职能知识a)Ability to display in-depth knowledge of TK financials能深入了解东江财务知识b)Ability to display working knowledge of the QA function within TKH对东江的品质知识有深入了解c)Ability to display working knowledge of the Facilities function具有设备相关的知识d)Ability to display working knowledge of the HR function具备人力资源模块相关的知识e)Ability to display working knowledge of the IT function具备信息系统模块相关的知识f)Ability to display working knowledge of the Production Control function具备生产管控职能相关的知识g)Ability to display working knowledge of the Manufacturing function具备生产制造职能相关的知识h)Ability to display working knowledge of the Inventory Control function具备库存控制职能相关的知识i)Ability to display working knowledge of the Purchasing function具备采购职能相关的知识j)Ability to display working knowledge of the Test function具备测试职能相关的知识k)Ability to display working knowledge of the other parts of the business 具备业务其它方面的知识3. Winning and Maintaining Customers 赢得和维护客户a)Ability to display in-depth understanding of customer requirements能够深入理解客户需求b)Ability to gain and display a working knowledge of potential customers在发掘潜在客户有深厚的知识c)Ability to prepare effective business presentations能准备高效的商务演示d)Ability to successfully deliver successful business presentations能交付成功的商务演示e)Ability to negotiate effectively具备有高效的谈判能力f)Ability to influence and persuade others能够影响和说服他人g)Ability to communicate well with customers能够与客户有效的沟通4.Business Awareness 商业意识a)Ability to write effective business reports能够书写高效的商业报告b)Ability to demonstrate and utilize in-depth knowledge of manpower planning在人力资源规划中能展示和使用深入的知识c)Ability to display and utilize extensive knowledge of relevant new technology在相关新技术中展示和利用广博的知识。
360度评估反馈法概述360度评估反馈法(360 degree feedback),也叫多源反馈法、多渠道反馈法,是从工作相关者那里就工作表现收集反馈信息的一种方法。
工作相关者包括上级、同事、内部客户、下属等组织内的人,有时客户、供应商甚至家属等组织外的人也会被纳入进来。
而且,为了比较自我认知与他人评价的偏差,同时增强个人参与感,自我评价也是360度评估反馈中不可或缺的一部分。
图1 360度评估反馈示意通过提升管理者的自我意识,360度评估反馈法为改善绩效、改进与不同角色的人的沟通协作提供了新的契机。
从上世纪七十年代进入管理实践到今天,360度评估反馈法的影响力越来越大。
在GE,用于企业价值观评估的360度评估反馈的结果与业绩考核一样重要,Tse和Cainey曾引用了GE前CEO杰克·韦尔奇的话:“对于企业价值观的360度评估反馈是企业成功的关键因素之一[1]。
”由于这一方法对组织和个人的意义巨大,很多人把它看做二十世纪末最伟大的管理创新。
360度评估反馈法起源360度评估反馈法是伴随着欧美国家经营管理的精细化以及对员工职业生涯规划的重视而逐渐发展起来的。
早在二战时期,人们就开始利用360度评估反馈的理念对组织的绩效、发展变化等进行评价。
例如,在40年代初期,英国军方就在其对战斗力评估和士兵选拔中采用了这种评价方法。
从50年代起这种方法开始被应用于管理者能力的评价与筛选以及工作表现评价中。
到了60年代,由美国TEAMS公司两位研究员Edwards和Ewan正式提出了360度评估反馈的概念。
在随后的近20年时间里,Edwards与Ewan开发了几百个360度反馈的项目,而且进行了大量的研究,归纳了360度评估反馈与实施过程中常见问题与注意事项。
而真正标志着360度评估反馈法正式走向企业的实践发生在1979年。
Ilgen等人[1]在《应用心理学》杂志发表了《组织中个人行为反馈产生的影响》一文,他们将360度评估反馈的来源分为三层:第一层为外部个体对评价对象进行的行为观察,包括直接上级、同级、直接下属、内外部客户等与评价对象有直接接触的人;第二层为某个正式任务环境下来自团队的评价;第三层为评价对象的自我评价。
绩效考评名词解释绩效考评是指通过对员工在工作中表现和成果的评估,以确定其工作绩效水平和能力的一种评价机制。
下面对绩效考评中常见的几个名词进行解释。
1. 绩效考评(Performance Appraisal): 绩效考评是对员工在一定时间内工作表现的评估过程。
它主要通过评价员工的工作成果、工作行为和能力水平,以确定员工的绩效水平和能力,并为组织提供决策依据。
2. 目标管理(Goal Management):目标管理是在绩效考评中重要的一个环节,它通过明确员工的工作目标和职责,将员工与组织的目标对接起来。
目标管理的主要任务是设定明确的目标、跟踪进度、提供支持和反馈,以确保员工围绕目标展开工作,并在评估中得到准确的反映。
3. 360度评估(360-degree Feedback):360度评估是从多个角度对员工的绩效进行评估的一种方法。
它不仅包括上级对下级的评估,还涵盖同事、下级和客户对员工的评估。
通过多角度的评估,可以提高绩效评价的全面性和客观性,减少主观偏见和误差。
4. KPI(Key Performance Indicator):KPI是关键绩效指标的简称,它是衡量员工绩效的重要指标。
KPI是根据组织的战略目标和关键成功因素确定的,可以是数量指标、质量指标、效率指标等。
KPI的设定要具体、可衡量、可追踪,并与员工的目标、岗位职责相对应。
5. 评估标准(Assessment Criteria):评估标准是在绩效考评中用于评判员工绩效水平的标准和指引。
评估标准可以分为定性和定量两种类型。
定性标准主要包括工作态度、团队合作、沟通能力等方面的评估指标;定量标准则包括工作产出、目标完成情况、工作效率等方面的评估指标。
以上是绩效考评中常见的几个名词的解释。
绩效考评在组织中起到了重要的作用,可以帮助组织了解员工的绩效情况,激励员工发挥潜力,提高工作绩效,进而实现组织目标的达成。
360度反馈简介一、360度反馈的目的近年来,360度反馈无论在学术界或是实务领域都受到相当重视。
360度反馈(360-degree feedback)是一种“多元来源反馈”(Multiple-source feedback),它是针对特定的个人(通常是主管),由包括受评者自己在内的多位评估者来进行评鉴(Tornow,1993)。
张裕隆指出360度主要是根据主管领导行为或管理才能,由主管自己、上司、直接部属、同事甚至外部顾客进行全方位的评量,并在评量之后给予反馈。
Muchinsky(1997)提出360度反馈的主要目的,在于从重要他人(Significant others ─包括上司、部属、同事…等)以及自我的多方评量中,増进管理者对于自我优缺点的了解,以便进行培训发展与生涯规划。
一般而言,360反馈绩效评估制度共分为四个面向进行评估:1.直属主管评估:受评者的工作绩效可由直属主管来评分,藉此让受评者了解自己在主管眼中的表现,以及自己在组织中的定位。
2.同事评估:受评者的工作绩效可由同一部门或者跨部门职位相似的同事来评估,由于评估者与受评者的工作互动较为密切,因此评估的结果具有针对性。
3.部属评估:受评者的工作绩效可由部属来评分,由于部属常有机会可以观察到受评者的管理行为,因此评估结果可以反馈给受评者做为管理行为改善的参考。
4.自我评估:受评者针对自己的工作表现及绩效进行评估。
5.从评估的过程中,就个人层面而言,可以发现“自己眼中的自己”和“别人眼中的自己”的差异性;就组织层面而言,则提供了一个了解员工的渠道。
二、360度反馈的应用根据DDI(Development Dimensions International,简称DDI)的资料显示,360度反馈最常被应用在以下几个层面:1.Support training and Development(培训与发展)2.Promotion and Succession (升迁和接班人)3.Performance Management (绩效评估)pensation (福利)其中以应用在Support training and Development及 Promotion and Succession的效果最大。
专业英语写作模拟题1、某外资公司计划近期内在公司内部推行全方位的绩效评估体系,包括上司评估(supervisor evaluation)、同事评估(peer evaluation)和员工自我评估(employee self-evaluation)。
假设公司人力资源总监要求你来设计制作一份员工自我评估(employee self-evaluation)的样本,请你用英文完成这项工作。
2、360度反馈(360-degree feedback)是近年来出现的一种绩效管理的新方法。
它是一种系统地收集来自于多种渠道的反馈某人绩效的数据和信息的绩效评估方法,绩效反馈的来源包括上司、同事、外部顾客、内部顾客和自己。
作为公司的人力资源管理负责人,应当熟悉这种新方法,并能够在工作实践中灵活运用。
请结合你在工作中对这种绩效评估方法的运用,用英文写一篇100字左右的讨论360度反馈的优点和缺点的文章,题目为“Advantages and disadvantages of 360-degree feedback”。
3、某外资公司是一家专门从事财务软件开发的公司,为了保护公司的商业秘密(business secrets)不被公司员工泄露,公司打算与每一位员工签订一份保密协议(Secrecy and Noncompetition Covenant),规定员工必须保守公司的商业秘密,在任职期间以及离职后,均不能向任何第三方泄露;离职后3年内,不得自己经营或帮助别人经营相同或类似业务;以及公司认为必要且正当的其他条款。
公司请你为其用英文拟订一份保密协议。
4、由于近年来的持续经济衰退,Addison Systems 公司打算在年底进行一次裁员,辞退的对象主要是公司去年招聘的临时工(temporary workers),Thomas就是即将被辞退的临时工。
根据当初公司与Thomas签订的服务协议,如果公司辞退员工的话,公司须按照每服务满两个月支付员工一个星期薪水的补偿金,Thomas已在公司工作满12个月,将得到一笔相当于6个星期薪水的补偿。
360度反馈在专业教师绩效评估中的运用编者按:对专业教师(包括其他教师)教学绩效评估,是职业院校教学管理和人力资源管理中的一个既重要又有难度的环节。
本期刊发如下文章,旨在引起广大职业教育界人士对此给予关注,同时希望带来启发,促进职校教师绩效评估工作,创新评估方法,丰富评估形式。
摘要:360度反馈是一种全新的绩效评估方法。
通过对专业教师绩效评估现状的分析和360度反馈概念的阐述,提出了将360度反馈评价法应用于职业院校专业教师绩效考核中,对教师的教学工作和实践能力开展全方位评估,以克服传统绩效评估的诸多弊端,激励教师改善教学行为、提高专业实践水平,促进专业教师和职业院校的共同发展。
关键词:360度反馈;专业教师;绩效评估作者简介:吕宜之(1975-),女,浙江宁波人,宁波大红鹰学院助理研究员,研究方向为职业教育。
中图分类号:G712 文献标识码:A文章编号:1001-7518(2010)18-0019-03专业教师是职业院校师资队伍中的生力军。
加强对一线专业教师的绩效评估,是职业教育质量的重要保证,也是教师自身发展的需要。
专业教师绩效评估体系与教育教学实践之间存在着紧密的联系,它作为一种提高教学工作质量的手段,为学校教育和管理实践服务。
科学、合理的评价体系既能充分调动教师工作的积极性,也能给人力资源管理部门提供决策的反馈信息。
一、专业教师绩效评估现状及存在问题从目前专业教师绩效评估的反馈情况来看,职业院校的考核体系存在着诸多不完善之处。
许多专业教师认为学校的考核指标设计不合理、过程不透明、反馈不及时,且缺乏激励。
考核结果打击了教师的工作积极性,导致他们消极对待评价。
究其原因主要有:(1)侧重于对专业教师教学工作的评估。
目前对专业教师的绩效评价主要关注了教师的课堂教学行为,侧重对教学工作进行测量和评估,却很少关注其专业实践能力、团队合作、敬业精神等周边绩效。
(2)用统一标准来衡量所有教师的业绩。
传统的评估体系有明确的评价标准,且往往把标准固定化、程序化,忽视了教师个体差异的存在,重考核轻发展,缺乏人本精神。
What is 360 Degree Feedback?360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people who work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms.Managers and leaders within organizations use 360 feedback surveys to get a better understanding of their strengths and weaknesses. The 360 feedback system automatically tabulates the results and presents them in a format that helps the feedback recipient create a development plan. Individual responses are always combined with responses from other people in the same rater category (e.g. peer, direct report) in order to preserve anonymity and to give the employee a clear picture of his/her greatest overall strengths and weaknesses.360 Feedback can also be a useful development tool for people who are not in a management role. Strictly speaking, a "non-manager" 360 assessment is not measuring feedback from 360 degrees since there are no direct reports, but the same principles still apply. 360 Feedback for non-managers is useful to help people be more effective in their current roles, and also to help them understand what areas they should focus on if they want to move into a management role.How is 360 Degree Feedback Used?Companies typically use a 360 feedback system in one of two ways:1. 360 Feedback as a Development Tool to help employees recognize strengths and weaknesses and become more effectiveWhen done properly, 360 is highly effective as a development tool. The feedback process gives people an opportunity to provide anonymous feedback to a coworker that they might otherwise be uncomfortable giving. Feedback recipients gain insight into how others perceive them and have an opportunity to adjust behaviors and develop skills that will enable them to excel at their jobs.2. 360 Feedback as a Performance Appraisal Tool to measure employee performanceUsing a 360 degree feedback system for Performance Appraisal is a common practice, but not always a good idea. It is difficult to properly structure a 360 feedback process that creates an atmosphere of trust when you use 360 evaluations to measure performance. Moreover, 360 feedback focuses on behaviors and competencies more than on basic skills, job requirements, and performance objectives. These things are most appropriately addressed by an employee and his/her manager as part of an annual review and performance appraisal process. It is certainly possible and can be beneficial to incorporate 360 feedback into a larger performance management process, but only with clear communication on how the 360 feedbackwill be used.What a 360 Feedback Survey Measures360 feedback measures behaviors and competencies360 assessments provide feedback on how others perceive an employee360 feedback addresses skills such as listening, planning, and goal-settingA 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness360 Degree Evaluation- Delivering FeedbackYou should start planning how feedback will be delivered before you even start gathering data. The plan should be communicated to those people who will be receiving feedback and perhaps also to those people providing the feedback. Once you are prepared to present the feedback results to participants, keep in mind the suggestions below.Remember Your PurposeRemember why you are asking employees to go through the 360 evaluation process. If your mission is employee development, make sure feedback is provided in a confidential,non-threatening manner. If participants feel threatened by getting feedback, they will be less open to receiving it.Assuming your 360 evaluation program is focused on development, do not provide feedback in a vacuum. Consider hiring professional and neutral consultants who are experienced at delivering 360 feedback and coaching employees to improve. If feedback is negative, it can be demoralizing and counterproductive. Employees should have access to a neutral person who can help them understand their feedback and create a plan for development. If consultants are not in your budget or the scope of your project, make sure employees have a trusted HR person available.Do not provide feedback in a vacuum: Yes - we are repeating ourselves... Feedback can be very demoralizing if it is negative. Often, feedback includes indications of both strengths and weaknesses, and it is easy for a recipient to focus on the negative, even if he or she is generally doing a good job. A professional coach or HR representative can help employees identify their strengths & weaknesses and create a development plan that helps the employee become more effective.Create a development plan: The 360 evaluation process and feedback should lead to developmental goals. These goals should be tailored to each participant, and they need to fit with your organization's vision, mission, and strategy. Remember that developmental goals need to be measurable and achievable. Ideally, a participant should focus on about 3 to 5 goals in key areas that need improvement. Be sure you have a process in place to hold people accountable for achieving their goals.Follow up! How are you going to know if your 360 program is working if you do not follow up? Plan to follow up with another round of feedback anywhere from 6 to 12 months afterthe initial feedback is collected. This is the only way you will be able to see if employees are benefiting from the feedback they received. Also, be sure to communicate to participants that they will be getting follow-up feedback. This will help create a sense of accountability. In order to ease the burden on respondents, you might want to consider an abbreviated version of the original 360 for the follow-up feedback that focuses on those competencies related to the participant's developmental goals.Ready to Launch? Double check that you have thought through the entire process before you start collecting feedback. Careful planning and communication are essential to a successful 360 evaluation program. Timely delivery of the data is also important, so do not wait until the data are in to think about what you are going to do with them.Ten mistakes that cause a 360-degree feedback program to failIneffective Assessment ItemsIf you are not asking the right questions, how can you expect to get good data? You need to consider organizational expectations as well as job-specific competencies. Moreover, your assessment items need to be well written to gather the data you are looking for. Poorly written items will yield useless data. Garbage in - garbage out...Lack of Alignment with the Organization's Vision, Mission, and StrategyIf the things you are measuring are not important to the organization's vision, mission, and strategy, then employees will not be developing competencies that are aligned with the direction of the organization.Lack of Senior-Level SupportIf the leaders of your organization do not vocally support and encourage participation in the feedback program and express their belief in the benefits it will provide, your 360 initiative will never get off the ground.Lack of CommunicationYou MUST communicate with both the people receiving feedback and the people getting feedback. If you do not tell them what, why, how, and when, they will not be comfortable with the program. You must get buy-in at all levels of your organization to make it work.Fear / Lack of TrustIf participants are afraid to get feedback or if respondents are afraid to provide feedback, you will be fighting an up-hill battle. Communication helps reduce fear. One of the most effective ways to reduce anxiety is to use a neutral third party to administer your feedback program.Poor PlanningIf your feedback program is not well thought out, it will not run smoothly. There are many logistical issues to consider before launching a feedback program. If your employees perceive that the program is not well planned, your credibility will be undermined. Inappropriate Delivery of FeedbackThe idea of a feedback program is to help employees perform better. Negative feedback can be demoralizing and counterproductive. If feedback is not provided in an appropriate manner, your program could backfire. We recommend using professional, neutral coaches to deliver feedback.No Development PlanSo what if you run a smooth 360 program? If you fail to do anything with the data, you have wasted your time as well as the time of both participants and respondents. Every person who receives feedback needs to create some developmental goals based on the feedback he or she received - and remember - those goals need to be both measurable and achievable. No AccountabilityDevelopmental goals are meaningless unless people are held accountable for achieving them. Make sure your employees and their managers understand how to create S.M.A.R.T. goals - Specific, Measurable, Attainable, Realistic and Timely.No Follow-UpHow will you know if your program has been a success if you do not follow up? How will participants know if they are improving without follow-up feedback? Plan to solicit additional feedback six to twelve months after the initial data are collected.。