A best practice model for the effective deployment of 360° feedback

The purpose of this two-part study was to develop and test a best practice model for the deployment of 360 feedback in organizations.

In the first study, 59 stakeholders were interviewed including Learning & Development (L & D) managers, 360 program participants and the coaches providing feedback on those programs. A grounded theory methodology was deployed from which emerged a preliminary best practice model. In the second study, the model was tested in the design and evaluation of a 360 feedback program in an Australian Government organization.

A best practice model emerged that emphasizes the importance of establishing a clear purpose for such programs, a purpose that provides context for tool selection, stakeholder engagement and the framing of expected outcomes. The model highlights the importance of resourcing an adequate feedback process that provides short- and long- term support for participants, as they seek to make sense of the feedback and commit to specific actions.

The best practice model draws on academic research and the experience of practitioners to derive a set of guidelines that should both enhance the return on investment afforded to 360 programs and lead to participants feeling more engaged with the organizations they work for.