360-degree assessment could be the turning point

WITH increased focus on maximising employees’ potential, employers’ resources, teamwork, employee deployment and retention as well as customer service, emphasis has shifted to feedback from the full circle of sources - 360-degree assessment.

The process involves taking feedback on performance from multiple sources, including a minimum of two peers, a subordinate and a superior, as well as an external and internal customer.

Successful implementation of 360-degree assessment can increase communication within an organisation and be a powerful trigger for change. However, not following clear guidelines can have a negative impact on those involved and on the organisation as a whole.

Many organisations seek external assistance to manage the process and we believe the best solution is to use an interim manager to work with the internal sponsor to achieve successful 360-degree assessment.

Using an interim manager allows the internal sponsor to maintain and assure independence from the process itself until the final evaluation and recommendations.

It also provides participants with an experienced but impartial confidante; this is useful for both internal and external reviews. In the case of external reviews, care needs to be taken not to over-use one customer.

Customers must be able to see a benefit in participating with an organisation and also have an assurance of confidentiality - as they have to deal with the organisation tomorrow.

The organisation should also consider whether the project will form the basis of a continual process, for example annual assessment. The use of an interim manager ensures that once complete, the organisation has absolute ownership of its own, bespoke 360-degree assessment programme and an organisation trained to undertake it.

Before commencing a 360-degree assessment project, it is essential to identify a sponsor for the process from within the organisation to allow staff involvement as early as possible. This encourages full participation and prevents employees from feeling that the process has been imposed on them.

Elka Carn-Raine is director of AshtonPenney