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Strategically Develop a 360 Feedback Process

Maximize 360 feedback effectiveness through purposeful planning and implementation.

  • Poor feedback skills result in raters providing feedback that is vague and inaccurate and ratees being unable to interpret and respond to the feedback effectively.
  • Lack of follow through by ratees negates the purpose of the process, making the entire assessment a waste of time and resources.

Our Advice

Critical Insight

A 360 feedback assessment is more than just a plug-and-play assessment. A clear definition of its purpose supported by a strategic roadmap is required to maximize the benefits to both employee development and organizational goals.

Impact and Result

  • Thoughtfully design and implement the 360 feedback process for developmental purposes to overcome common obstacles and realize employee and organizational benefits such as retention and engagement.
  • Evaluate if the organization has foundational elements in place and is culturally ready for 360s to ensure they have a positive impact on employee development.
  • Provide sufficient training so that ratees and raters understand the purpose, their role, and how to provide and interpret relevant feedback.
  • Ensure ratees create an employee development plan, have the opportunity for targeted learning and development, and receive the support they need to address feedback.

Strategically Develop a 360 Feedback Process

2. Define scope and design the assessment

Determine criteria to participate, select competencies, cadence, and the process including accountabilities.

4. Interpret and use feedback effectively

Prepare to debrief on results and support development plans, then use the aggregate 360 report to analyze learning and development needs.


About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Try Our Guided Implementations

Get the help you need in this 4-phase advisory process. You'll receive 6 touchpoints with our researchers, all included in your membership.

Guided Implementation #1 - Prepare for 360 feedback
  • Call #1 - Discuss organizational readiness for 360 feedback and determine the purpose.

Guided Implementation #2 - Define scope and design the assessment
  • Call #1 - Review the target audience, selected competencies, and ideal cadence and frequency for the assessment.
  • Call #2 - Outline the rater selection and approval process, and review stakeholder roles and accountabilities.

Guided Implementation #3 - Plan for assessment launch
  • Call #1 - Discuss high-level communications and the approach for training ratees and raters.

Guided Implementation #4 - Interpret and use feedback effectively
  • Call #1 - Gain advice on conducting results debriefing meetings and facilitation development plan creation.
  • Call #2 - Review development trends to inform learning and development initiatives.

Contributors

  • Lisa Almond, Leadership Development & Culture Specialist, Town of Cochrane
  • Dr. Leanne Atwater, Professor of Leadership & Organizational behavior, C.T. Bauer College of Business, University of Houston
  • Simon Blunden, VP of People & Culture, GroupHEALTH Benefit Solutions
  • Jamie Einarson, Manager of People Solutions, Noventis Credit Union
  • Chelsea Hutton, HR Generalist, Microstrategy
  • Mari Iromoto, Consultant in Innovation & Leadership Development
  • Richard Lepsinger, President, OnPoint Consulting
  • Faith Lewis, Senior Learning Consultant & Business Partner, University of Tennessee Systems
  • Amanda Matejicek, Co-Creator, People in Business Inc.
  • Sofia Marcogliese, HR Specialist, TC Transcontinental
  • Jill Morrison, Senior HR Manager, North America, Microstrategy
  • Sue Mortlock, Head of Board Development, NHS Institute for Innovation and Improvement
  • Dr. Maury Periperl, Professor of Leadership & Strategic Chance, International Institute for Management Development
  • Fabiola Teodoro, Head of Human Resources, Yusen Logistics do Brasil
  • Anonymous Contributor