Delivering Feedback, Research Paper Example

Introduction

The concept of 360 degree feedback, commonly known as full circle feedback, can be an extremely effective and important way of delivering performance appraisals.  Where regular performance appraisals normally provide a 1:1 review i.e. Employer to Employee; the 360 degree approach provides a full scan of the employee relationships in order that he can see the performance perspective through the lens of those he or she has direct contact with.  Fig 1 illustrates the example to a virtual team member.

Assumptions:  The Virtual team member works remotely but is available via video conferencing, attends important meetings, has telephone access and is set work objectives by the line Manager.  The Virtual worker has contact with both internal and external customers and interacts with a peer group performing a similar role.

Approach:  The virtual employee would be provided with a questionnaire and asked to rate his performance via 3 questions over a matrix grid ( see below).  The same questions would be

Provided to each of the internal customer, external customer and a peer.  The Line Manager would then consolidate the feedback onto a single form for discussion with the virtual employee. “The quality of feedback received from a 360-degree feedback process is due in part to the quality of the questions asked in the survey” (360 degree feedback.com, 2011)

The message to the virtual employee is not one of criticism but an analysis that is produced in order to help individual performance.  The following benefits can be derived from this approach:

• Helps to increase individual self-awareness by understanding your behaviour and thereby provides the opportunity to make any required adjustments;
• Identifies the individuals strengths so these can be improved upon;
• Enables you to determine priorities for behavioural change in order to improve work performance;
• It increases the individual ownership of self-improvement planning and facilitates any training that may be required.

In delivering the feedback it must be a message of positive constructivism and not appear as pure negative criticism.  The appraisal is designed to help the employee improve and become a more productive team element. There is also the question of empathy for weakness and understanding in terms of helping to place remedial action steps in place. This also means being both supportive and helpful to the employee. “The feedback is firmly planted in behaviors needed to exceed customer expectations.”  (Heathfield, S.M. 2011)

The employee should be receptive and open minded in terms of the feedback. This is recognised by good listening, affirmation of the points and agreement to taking on board remedial measures. A negative response would be by a defensive posture that refuted the points, interrupted or interjected with counter arguments, open or direct hostility to the process, refusal to accept the points or the evaluation process as being a valid argument or point of view.

References

360 degree feedback.com. (2011, 11 12). 360 degree feedback. Retrieved from 360 degree feedback.com: http://www.360-degreefeedback.com/survey_design.html

Heathfield, S. M. (2011, 11 12). 360 Degree Feedback: The Good, the Bad, and the Ugly. Retrieved from About.com: http://humanresources.about.com/od/360feedback/a/360feedback.htm