A FinxS® Open 360 is a tool that solicits feedback from a wide array of stakeholders such as managers, direct reports, colleagues, customers and self. It is designed to provide actionable feedback to the participant. This review does not replace a performance review written from the lens of the manager. It is not a document to use for promotions, disciplinary action, salary increases, etc. Done well, a 360 can really boost an employee’s potential by identifying areas they thrive and areas that they need to work on.
The FinxS® Open 360 does have a learning curve, but you will quickly become comfortable if you follow the instructions. It is unlikely that you will be perfect out of the gate as there are many moving parts to a 360 program. Give yourself some grace and seek feedback as you go along so you can practice continuous improvement and hone your 360 skills.
For the process to work, the 360-review must connect with the overall strategic aims of the organization. Initial discussion needs to cover:
If it is developmental in nature, only the person debriefing and the person being evaluated see the results. In this situation it is left up to the employee to decide what information they share. The best results are generated when the process is focused on personal and professional development. Personal development specifically increases self-awareness. Professional development focuses on critical areas that are in need of attention. Non-technical areas, like leadership skills or improved teamwork are more challenging to change. Oftentimes, it is easier to work on technical skills.
A guarantee of anonymity makes it a safe place for both the rater and the participant. A rater will provide more useful feedback when they know they cannot be identified.
Depending on the circumstances, the 360-review process will need someone to manage it, for instance the HR partner, manager or an external coach or consultant.
An external coach/consultant may be helpful as employees will be more comfortable speaking with someone outside the company rather than their internal partner.
No. A performance review is written from the lens of the manager. The FinxS® Open 360 has a broader scope and as the name suggests seeks data from a number of sources.
There are multiple types of questions that can be included depending on the purpose of the assessment. Two types are Scale Questions or Open-ended Questions:
Don’t make your assessment too complicated. Identify the areas that you want to focus on and choose/create the questions.
Schedule the initial meeting with the stakeholders to discuss the objectives, format, competencies, timeline, approval process and the nature of feedback. This is where you will determine what is expected and design the program.
Write up answers to commonly asked questions that would be useful to all participants. Post it on an accessible channel or email it to the group immediately following the kick-off meeting.
It is important to get the right raters. The raters must have a working knowledge of the participants. They must/may include:
Talk to your group about who that is and suggest how to approach them. The participants can decide to contact the rater either in person, telephone or email. The key idea is the rater needs to be aware that the questionnaire is coming and that their candid input is encouraged. You will pre-identify a minimum and a maximum number of raters required. Approximate guideline is a minimum of 6-8 and a maximum of 12-14.
A 360 is a great way to help your participant discover things about themselves they may have otherwise not figured out. Expect to be surprised, it is a powerful tool that can make a difference in their career. Preparation is the key to success. There is not a one size fits all. Each 360 is unique.
Good luck – you got this!