One of my first tasks on joining the Appraisal 360 team was to find out what customers actually do with our 360⁰ feedback tool and how they use it. As a trainer, I’m interested in sharing experiences so that we can help spread good practice.

It soon became clear that the most popular use seems to be to support management development programmes. Usually delegates complete a 360⁰ questionnaire before the programme, sometimes the exercise is repeated a couple of months after the programme has finished so that progress can be measured. All well and good.

Clock.jpgThis left me with two questions : One is the nitty-gritty of exactly how the tool is used. What is the optimum timing? Should the 360 be carried out far enough in advance to be used for training needs analysis, so that the contents of the training can be modified where necessary? Or just before the event so that the report is top of mind?

I asked Jacqui Burke of Flourishing People for her thoughts.

“ I find it most useful to use it as a Training Needs Analysis, to help me design the programme, so I use it quite early on – delegates get their feedback 4-6 weeks before the programme starts”. I asked if this time lapse had any detrimental impact on th e delegates. “Not at all. The training is not the only way they develop their skills, often they are working on other aspects from their development plan. I pair them up at the beginning of the programme and ask them to share how they reacted to the 360 report” Does this mean that there are emotional responses to deal with sometimes? “In some cases, yes. There are heightened states of emotion, it takes them a while to come to terms with the feedback. They are usually in a better frame of mind and more objective by the time the training starts”

Allowing time for emotions to subside and reflections seems to make more sense than bringing them fresh to the training, which can be distracting at best or even disruptive.

Tools.jpgAnother aspect that interested me was that several of our clients use other assessments along side 360⁰ feedback. I am still mapping the tools used and will continue to explore synergies between them. How much added value do other assessments bring? Do they enhance the 360⁰ results in some way? Is there a point where the number of tools becomes detrimental to development rather than beneficial, i.e. overwhelming the delegate? I also wonder about the subtle nuances of how to get the best out of using tools together – does it matter which comes first, is feedback separate or combined? How are links made between the tools, or are they handled separately?

Glen Savage of Changing Perspectives told me I have used 360 and MBTI to start both management development programmes and coaching programmes. My experience is that it opens individuals minds up and makes them more open, receptive and energised to actively participate and strive for improvement.”

I have found that Myers Briggs (MBTI) is a popular assessment to use alongside 360 feedback. Why does Glen favour it?

“The realisation that one style and size does not fit all seems very powerful as a development tool. Delegates appreciate that they may have a different impact on different groups of people and therefore need to consider how they flex their behaviour to get better results when working with these different groups.”

ChairHaving heard that Dumfries and Galloway Council use three tools, I asked Dan Alexander to explain. He told me:

“We have 3 point pre-joining diagnostic for candidates. The elements are: Appraisal 360, Leadership Judgement Indicator (LJI) and Discovery Insights (psychometrics)”

I wondered if this was overload for delegates? Does it all happen at once? “We use 360 feedback as part of our PDR process for senior managers, so many of them have had it in advance. LJI and Discovery Insights feedback are linked to a pre-joining conversation. We use LJI and Discovery Insights for recruitment assessment centres too.”.

So it’s not just your training courses that use tools?

“It’s part of our culture. Our workforce strategy is all about people development. We aim to be transformational”

Are Jacqui and Dan representative of ways 360 feedback is being used? I believe so. More and more organisations are realising the positive impact that 360 feedback can provide, particularly for management development. Only this week a CEB report said that a third of employees would leave an organisation to get a better manager. We need tools and approaches that help managers realise how they can raise their game by increasing self awareness and taking responsibility for their development.

I’ll continue to note how organisations are using Appraisal 360 to get the best from their people, particularly the finer details of what makes the difference. If you have thoughts to add to the conversation, or a different approach, do let me know.