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Effective 360 degree feedback for managers

This 360 degree feedback tool is designed for managers with line management responsibility, but who do not operate at a strategic level, the Manager 360 collects information based on 11 high performance managerial competencies. These are: Seeking Information, Forming Concepts, Conceptual Agility, Enabling Openness, Facilitating Interaction, Developing Capability, Influence, Building Confidence, Inspiring Communicator, Empowering Action, and Measuring and Monitoring Performance.

Using a 5 point scale, respondents are asked to rate the delegate on 33 questions plus provide verbatim comments in response to 2 items . The questionnaire takes about 10 minutes to complete and delegates can nominate up to 21 others to provide feedback.

Using the Manager 360:

  • Development - Development 360s are focused more towards the individual, measuring behaviours and competencies against desirable business behaviours and the organisational culture. They are designed to reveal an individual's strengths and weaknesses so that development programmes can be designed with more clarity and authority. Because they are iterative processes repeated at defined time intervals, 360 becomes an integrated part of continuous development programmes.
  • Performance - A performance management 360 gathers data about an individual that is then mapped against organisational requirements and the aggregated data of others. It is about comparing outcomes with objectives and performance against your organisation’s acceptable norms. Is the individual performing sufficiently well against target? How well does the individual’s performance compare to others? This type of 360 can be aligned to salary and bonuses
  • Self-awareness - a 360 survey is a great means for an individual to gain self-awareness. Colleague, direct report and line manager feedback can provide insights previously unavailable to the participant.

360 degree feedback Group reports are available for any number and combination of delegates taking part, giving senior management succinct and valuable information about the overall performance of an organisation’s people as a whole, or specific groups and teams within the business.