This is a comprehensive look at an individual’s work performance, with feedback gleaned from supervisor(s), peers, and direct reports and interpreted by a psychologist. LDW will collaborate with the organization to identify core competencies and design a straightforward questionnaire to measure them online. Respondents provide numerical ratings as well as narrative data to maximize descriptive power. After interpreting the data, the psychologist meets with the individual to provide high-impact coaching and clear, practical recommendations, along with follow up consultation as desired.

Overview of Interview-based 360-Degree Feedback

This is a comprehensive look at an individual’s work performance and impact on their team. A psychologist interviews supervisor(s), peers, and direct reports to understand and calibrate an individual’s effectiveness on core competencies. By gathering rich data directly from multiple sources, the psychologist can provide high-impact, specific coaching targeting critical performance areas. The 360 responses are confidential in terms of “who said what” but commonly shared examples are highlighted to help the individual understand the impact of his or her behavior and make appropriate changes in work style.

Is your organization ready?

If you are considering 360-Degree Feedback, there are important benefits and risks to consider first. LDW psychologists can consult with you about the pros and cons of collecting and utilizing 360 data within your unique organizational culture.

Potential benefits:

• The observations from 360s are behavioral and elicited from different layers in the organization. People typically experience the feedback as relevant, practical, and helpful.
• Feedback from a group of responders is often more persuasive than feedback from only one person, such as an individual’s manager.
• People’s skills and strengths are affirmed. It can also be a good “wake up” call about areas of under-performance.
• Accountability for management effectiveness is increased and documented.

Potential risks:

• The data can be very powerful but there is potential for mis-use. It is important to determine up-front who “owns” the data, how it will be used, and who will have access to it.
• Individual managers can feel devastated if they receive negative "surprises."
• 360 data is based on observable behavior but does not usually uncover the internal reasons for an individual’s behavior. Without knowing the root cause, it can be harder for people to focus on the lever points to create change.
• There is potential for “rater burnout,” especially when a number of people go through 360 Feedbacks simultaneously.