Research Articles

360 Degree Profiling: A Path to Empowerment

A paper delivered to AHRI (Australian Human Resource Institute), Melbourne in June 1996 by Alan Rands, Director of Impact Learning Pty Ltd, Karen Cavanagh, Manager EDCU Unit Ericsson Australia and Rosemary Wealthy, Senior Consultant, EDCU Unit Ericsson Australia

Performance Measurement

Traditional performance measurement systems have been plagued with problems, the largest of which is apathy.

Why? Because each year we sit down with the Boss who tells us what they think needs to be improved, we disagree, and finally judgement is passed on our performance by someone higher up the ladder, and very much removed from knowledge of how we really perform in the workplace ...and, it tended to be a one way street!

360 Degree Profiling is a tool that will add great value to the assessment process when used correctly.

Simply, 360 Degree Profiling is a process where feedback (based on a common set of criteria, usually a competency standard or a set of behavioural factors) is sought from a number of different people close to the person being assessed.

There are many terms that are synonymous with 360 degree feedback including, amongst many others: peer review, peer and upwards feedback, multi-rater feedback.

As the term "360 degree" implies the purpose of 360 degree Profiling is to get an all-round or complete picture of the individual's performance. Usually views are sought from the person themselves, their manager, their peers, their subordinates and, dare we ask, their customers.

Traditional performance management was subjective and therefore oftentimes judgemental. 360 Degree Profiling gives the person being assessed the motivation to develop themselves. It is Empowering! The variety of views in 360 gives the person being assessed a clear, objective picture of their strengths and areas of opportunity for development.

The traditional model had the Manager as the locus of control. With 360 Degree Profiling the Locus of Control is YOU, the person being assessed. You have all the information you need to make sound development decisions.

The Strengths of 360 Degree Profiling processes:

Minimises Rationalisation.
When a negative message comes from one source many reasons for discounting the message can readily come to mind. If a person gets the same message from a variety of sources it is very difficult to rationalise. It would be a a very detached person indeed who could ignore this type of feedback.
Generates Discussion.
Our experience shows us that people use their feedback charts as a discussion starter with other people who have also been rated. They like to "compare notes" and see how each other scored. This is a healthy process as it gives people behavioural anchors against the performance of their peers.
Allows Identification of Sound Behavioural Models.
This type of feedback gives people a way of identifying who is displaying the "best practice" in any particular area. In identifying this they can then look closely at what that person is doing and use their behaviour as a model.
Encourages Two Way Communication.
The most commonly used description of this process is "the most objective feedback I have received in my working life." We encourage people to go to the people who rated them and ask "what can I do differently to improve my rating in ..... area?" Managers and their teams start to sit down and actually talk about performance.. upwards, downwards, and sideways! Focuses on Development. We encourage people to apply quality improvement processes to their feedback: - look for areas requiring improvement and work on those - select between 3 and 7 areas and compile a development plan to improve them - then work hard at it and seek help from those around you - when the second assessment is carried out the results are obvious.
Quantifies Behaviour.
The results should be presented graphically, and where possible against well constructed norms (external sample population comparison). This brings a great deal of qualitative behavioural areas into sharp focus.
Allows Monitoring of Progress (Benchmarks).
The retest is an exciting time. People generally are anxious to get their hands on the second round results to see where they have improved. The power of this process comes home at this time: if it gets measured, it gets done. Where people use the feedback to set development goals and then pursue an improvement program, the results are very impressive. It takes the guesswork out of improvement.
Adds Value to Performance Management.
The most exciting thing we have witnessed is where an Engineer used the feedback charts as evidence of their commitment to improvement in areas critical to a job they were seeking. This takes us to a new level of performance measurement, one where the person being assessed has equity in the process.

The Limitations of 360 Degree Profiling Processes:

Not a Replacement for a Performance Management System.
360 Degree Profiling is a Tool that will add great value to a formal performance management system. It should not be used as a replacement. 360 Degree profiling is most powerful as a development tool.
Familiarity of Raters.
Where a person does not know the ratee well enough they should not be forced to rate a person. This lack of familiarity tends to force ratings into the "middle ground" and is of little value to anyone, especially the person being rated.
Quality of Questions.
A big issue! Get the questions wrong and the answers can't be of any value. Make sure that the questions you are using have been drafted by someone who knows what they are doing.
Familiarity with Competencies.
Another big issue! The raters should be briefed on what the competencies mean before they are asked to rate people. Cold questionnaires with no promotion or explanation generate inconsistent results.
Organisational Culture.
This is an issue only where there is a punitive culture. We have seen organisations use the results of these profiles as justification for culling people. This is disgraceful management practice and kills all objectivity from that point on. If there is a punitive culture the results are not worth the effort.
Hidden Agendas.
When there are big issues around, steer clear of profiling. If there are major events or major problems current they will skew the results.
Is Indicator, not Explanation.
The profile is a snapshot of perceptions. The only way to find out what gives rise to those perceptions is to ask. We encourage asking.
Must Link to Development Activities.
Giving people feedback without a course of action is a waste of time; it gives rise to the "so what" mentality. If the feedback is linked to the provision of development activities then it becomes very powerful. Without the development link it is a toothless tiger ... nothing changes!
Collection of Data.
The collection of data is the biggest single problem. Wherever possible you should automate the process to ensure you minimise the administrative cost.
People take Hard Hits.
Some people get bad news - and it hurts! The organisation should ensure that these people have access to quality facilitators who can help them through the mire and into a positive development plan.

From our experience we recommend the following quick list of Dos and Don'ts be applied to any multi-rater system:

DON'T

  • Impose without discussion
  • Market 360 Degree Profiling as a panacea
  • Use at times of major upheaval/big events
  • Use in a punitive culture
  • Use confidential data without authority
  • Distribute the results through the mail
  • Hit people cold
  • Use in isolation
  • Underestimate the power of 360 Degree Profiling

DO

  • Provide a support structure
  • Market the concept first
  • Pilot and trial with a small group
  • Encourage discussion with raters
  • Give personal feedback
  • Keep data confidential
  • Brief managers carefully
  • Brief managers and raters on process and importance up front
  • Provide support documentation to raters and ratees
  • Respect the rights of the individual
  • Link to individual development plans
  • Deal with small groups at a time