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.
Need Extra Help?
Speak With An Analyst.
- Get on-demand project support
- Get advice, coaching, and insight at key project milestones
- Go through a Guided Implementation to help you get through your project
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 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.
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?
Speak With An Analyst
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
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