360 degree feedback multisource feedback Definition Evaluation tool

360 degree feedback (multisource feedback)

Definition � Evaluation tool that utilizes opinions of many different people that interact with the employee on a routine basis � Generates more accurate feedback by “gathering information from people about an individual’s performance as seen by the standards and expectations of their boss, self, peers, direct reports, and customers. ”

Key Features � Usually based on a questionnaire, possibly web-based � Feedback is usually anonymous � Appraisal is normally followed up with actions for individual improvement and development � Not to be used for decision-making, only purpose is for employee growth � Utilizes many stakeholders inside, and outside of, the organization

Inappropriate Uses � Rarely linked to decisions on pay � Not recommended for promotion decisions � Should not be a heavy determinant in bonus awards � In small organizations where anonymity is unlikely or there a lack of enough peers and direct reports to reduce outlying opinions

Is The Environment Appropriate? � Ask yourself the following questions: What is the desired outcome of the feedback? Do we have enough raters? Is this applicable to all of our employees or an employee group? ◦ Are our employees mature enough to handle the feedback and to give feedback? ◦ Is there openness and trust between supervisors and their direct reports? ◦ ◦ ◦

Is The Environment Appropriate? � More questions to ask yourself ◦ Are our employees and “managers willing to listen and learn and to effect any necessary changes as a result? ” ◦ Are we willing to devote the time and energy to make this system work? (It won’t work unless everyone in the organization is on board from the “get-go”) ◦ What do we want to do with the information that is gained? Help the employees grow or are we looking for a way to determine pay and promotion?

360 degree reviews establish a culture for continuous learning and provide more global feedback for employees, which leads to improved performance � In 1995: 40% of American companies used 360 degree feedback � in 2000 : 65% � 2002, 90% of Fortune 500 companies were using a 360 degree �

Accuracy of The 360 degree Feedback � review process is purported to be superior to traditional forms of evaluation and feedback because it provides more complete and accurate assessment of the employee’s competencies, behaviors and performance outcomes

it offers feedback on observed behaviors and performance from a circle of raters, as opposed to subjective viewpoints from a single individual � similar feedback will send a reinforced message to the learner about what is working well and what needs to be improved � Feedback is more difficult to ignore when it is repeatedly offered by multiple sources �

Acceptance of Feedback � While traditional performance reviews offer a single or limited viewpoint, the 360 degree review offers feedback from many sources that often times send repeating and consistent messages. � When a learner sees a consistent pattern of feedback, that feedback is more likely to become reinforced and is more difficult to write off as invalid. � There is a possibility that multi-rater feedback from a 360 degree review is more likely to be accepted by the employee � Once an individual accepts feedback there is an increasing likelihood of behavioral change and performance improvement

The Role of Feedback in Behavioral Change � Nothing happens until a person wants something to happen � the acceptance of feedback is the catalyst to behavioral change. � Feedback provides individual motivation if the learner accepts it � Not all learners feel as if they are capable or are interested in change. � If and when the learner becomes truly motivated, this energy will serve as the elixir to change.

The Transtheoretical Model of Behavioral Change Precontemplation stage, at which there is no intention to change behavior in the foreseeable future. This is when learners are unaware of problems or that there is a need for change. � Contemplation stage, in which individuals have identified a problem, deciding whether or not there is a need to take action to correct the problem. � Preparation stage, the learner discusses the trends of the feedback with their coach and identifies common themes. Specific plans of action are developed as the learner chooses among potential solutions. � Action stage is where the learner actually put their plan to work and begins to change behavioral patterns. � Maintenance stage where the learner works to prevent relapse and are motivated to sustain progress. �

Reaction to Feedback and Its affect on the Employee � An experienced feedback coach is familiar with many of the typical reactions to feedback and can assist the learner with handling their reactions appropriately � While positive feedback is typically aimed at enhancing feelings of psychological safety and reinforcing selected behaviors, negative feedback is seen as aimed at shaking one loose from one’s self satisfied concept of oneself and at stimulating one to try new behaviors. � In a 360 review, negative feedback can be reframed as corrective feedback.

Assess all competencies The 360 -degree evaluation tool would seem to have some appeal to residency programs in that it could help to assess physician competence in all six general competencies � 6 general competencies for residents are: medical knowledge, � patient care � professionalism � practice- based learning and improvement � systems-based practice � interpersonal and communication skills.

peer physicians, faculty, nurses, and patients can reliably rate physicians’ humanistic behaviors. It has been estimated that ratings from 10– 11 peer physicians, 5– 15 nurses, 20– 50 faculty supervisors, or 50– 147 patients are needed to get reliable ratings of physicians’ humanistic qualities.

feasibility challenges to using 360 -degree surveys � Collecting data using paper surveys is burdensome and expensive � Because feedback is recall dependent, raters should be asked to evaluate learner close to the time when they have worked with the learner. � This requires frequent sampling, again adding to the burden of data collection and data management � all faculty must have free access to Web-based system that allows raters to complete surveys online