English
December 2021
360-degree Feedback
60 Mins
Chief Revenue Officer, Mercer Mettl
Vice President Psychometric Assessments and Data Analytics, Mercer | Mettl
Vice President- Products, Mercer | Mettl
360-degree feedback is considered the most beneficial feedback exercise in the stack of performance management and employee development tools. Its objective is to offer a broader focus and help gauge employees’ hidden strengths and weaknesses. Such a mechanism helps them through focused development plans and places them in the right direction to help achieve organizational goals.
The webinar’s expert panel engages in a detailed discourse on how several leading companies worldwide have revolutionized their L&D strategies by adopting 360-degree feedback. The speakers also decode its prominent use cases, outlining why organizations must employ them.
How to use the 360-degree feedback tool effectively and leverage its multiple use cases to their full potential
Why 360-degree feedback is such a powerful tool for employee development, high-potential identification, succession planning and crafting strategies on culture and leadership
Best practices/product features that can enable seamless implementation of 360-degree for these use cases in your organization
How leading companies are using the 360-degree feedback tool to streamline their talent management strategies
360-degree a powerful tool for Employee Development, HiPo Identification and for nurturing an impactful Culture and Leadership
From management trainees, entry-level employees, managers to the C-suite executives in any company, 360 serves everyone
360-degree feedback should create positivity (not fear). It should be consistent across the org, should be specific to observable behavior and should be customized
Biases can be minimized by having a wider set of feedback providers. Having not just seniors but also peers, colleagues from other functions, juniors and even clients providing feedback helps minimize bias in the entire process.
360-degree feedback can be used in conjunction with other tools by understanding what part of the entire process does 360-degree feedback fit in. For example, in Hi-Potential Identification, we can use the 9-Box model (where performance and potential are marked on both axes). The performance axis can be taken from the 360-degree part(either in whole or in part), and an assessment center can be used for the potential part. This is just one-use case, but it can be similarly combined for other use cases as well.
The best way to go about it would be to plan for feedback across multiple points in time and using the first one as a base to understand how the ticker has moved. Hence, even if the providers are watering down some of the input, any improvements in the next cycle can be well measured. In addition, the leadership needs to work on a culture where any negative feedback is not taken as a deterrent or as a failure but just as a means to improve everyone.
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