360-degree feedback reading

• New research shows that 360-degree feedback programs may hurt more than they help (10.7% decrease in shareholder value)
• These programs generally focus on the manager level and above.
• What are the problems with it?

1) giving appraisals is a difficult task.
2) there may be a gap between an organization's business objectives and what 360-degree feedback programs measure.
3) time and cost associated with 360-degree feedback also are stumbling blocks
4) Reviewers and those being reviewed fail to follow up after feedback.

• One 360-degree feedback assessment that made an employee "look like Mother Theresa." The woman was very talented, he says, "but nobody walks on water like that. I conducted a series of personal interviews with the woman's raters to follow-up. After the interviews, I had a much better view of her strengths and weaknesses."
• Rumely recommends that individuals sit down with their managers and their subordinates and review scores. "They should present their scores and then ask, 'Which ones do you think are the most critical to being as effective as possible, and what tactics are necessary to get there?"'
• Recognize that 360-degree feedback is not a panacea. Just because an individual receives insight into his behavior doesn't mean he can--or will--change it.
• The strength of 360-degrees feedback is that it reflects he varying perspectives of different rate groups. That's also part of the problem. What one group views as effective behavior, another group may see as problematic.
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