Posted by In this post, we will start a series of articles on periodic evaluation of employees, this time using the 360-degree method, called “feedback 360”.
The evaluation system based on the “feedback 360” method allows it to eliminate the disadvantages of one-person evaluation of an employee by a superior, and the conclusions of employee evaluations carried out in this way are more objective and accepted by both the evaluated and the environment. Its disadvantage, however, is the high time-consumption and costly training
Evaluating the performance of team members and managers has always faced serious problems. Middle managers, in particular, are exposed to different, often contradictory, opinions on the performance of their tasks and managerial functions. They occupy a difficult position in the middle of the company’s organizational hierarchy, which entails many crisis situations involving communication difficulties and divergence of goals. Also, rank-and-file employees are rarely satisfied with the evaluation of their work made by their immediate supervisor. Any attempt to favor one of them can end in conflict within even a well-integrated team.
The solution to the problems associated with employee evaluations can be a system of evaluations based on the “feedback 360” method. It makes it possible to eliminate the disadvantages of one-person evaluation of an employee by a superior, and the conclusions of employee evaluations carried out in this way are more objective and accepted by both the evaluated and the environment. The system of evaluations based on the “feedback 360” method involves replacing the evaluator with a properly selected audience. This specially selected group consists of both people employed in the company, i.e. the immediate supervisor, board members, subordinates, co-workers, as well as customers, suppliers, representatives of the local community.
The method of evaluation “feedback 360” is based on obtaining feedback from all directions and parties involved in contact with the employee. Although the widest range of evaluators is mainly middle managers, this method also works well for rank and file employees and board members. The competencies of the employees being evaluated are described using a number of criteria, which include min:
- coping with stress in crisis situations,
- the ability to listen actively,
- resolving interpersonal conflicts in a team,
- the ability to inform and give instructions,
- creativity and overcoming resistance to change.
What conditions must a company meet to use this method of assessment? Read in the next blog post.