360-degree feedback is used on an unprecedented level by medium and large companies. The best estimates put usage at about 90 per cent of these organisations. But many report struggling with common issues preventing them from realising its full strategic value.
If you use 360 but it isn’t delivering the desired results, don’t throw it away. Go back to the drawing board. The most critical thing is aligning it to the wider business strategy or organisational goals. If it isn’t, it’ll have little business value.
In the latest ETS white paper – 360-degree feedback: tackling the three biggest challenges, we suggest there are three main areas of focus when implementing 360-degree feedback. Unsurprisingly, these are also the aspects of 360 that companies are struggling most with:
1. Organisational alignment
2. Feedback accuracy
3. Changing behaviour.
There’s no doubt that 360 is a strategic business tool. It can help companies embed cultural values, behaviours and ways of working. It can have an enormous impact on the long term success of businesses. It can help boost employee engagement, retention, strengthen the employer brand and boost customer service and revenue. But in order to realise any strategic benefits, it must be implemented effectively.
