Using 360 feedback in SMEs: 10 things you must do


Large corporates have long had the resources and expertise to measure and manage employee performance – and even then, those processes have not always delivered results. Just look at all the big companies who are currently, and very publicly, re-evaluating the way they monitor and measure employee performance (Deloittes and

Goldman Sachs’ , feedback and effective performance


It was interesting to see that Goldman Sachs has changed its more complex performance review process to what is basically an ongoing 360 degree feedback. They found their employees were asking for more real-time feedback to support their performance and ongoing development:  feedback that is timely, constructive and actionable. The

True expertise and feedback


“True intuitive expertise is learned from prolonged experience with good feedback on mistakes”. Daniel Kahneman    

Big data seems too big: can we benefit from the data we already have?

If you’re a professional working in  HR, Training or Talent development, it’s worth considering how data that’s automatically gathered during a process like 360 Degree Feedback can be used and combined with other data offer to obtain new insights and opportunities. A simple individual 360 feedback report can contain useful

360 Degree Feedback Design: Why You Should Always Include an ‘Unable To Rate’ option


  Over the past 15 years of designing and implementing 360 Degree Feedback, we’ve seen a lot of different approaches to this basically simple process.  One of the key items to include is a rating point for raters to choose if they are unable to rate their colleague, e.g. ‘Unable to

Three Big Mistakes to Avoid with 360 Degree Feedback


  I am still intrigued that after many years in use in organisations all over the world, there are still  instances where 360 Degree Feedback is used in completely the wrong way, and the for the wrong reasons. The latest gem is this one (from New Zealand*): it seems that

Competency frameworks: are they still relevant?


How useful and relevant are competency frameworks in the new world of digital working? In the linked article, I’ve summarised some of the arguments for completely doing away with competency frameworks. I’ve also suggested some ways of making them more relevant and user-friendly: this includes changing their name, making them

Getting a high response rate to your 360 Degree Feedback, and why it matters


So you’ve finally pulled together your 360 degree feedback framework: you’ve built your customised questionnaire, ratings scales and reporting templates, and you’ve had the go-ahead from the budget holder to get started! All you need to do now is pick a start date, a finish date, press the big red

How to help key decisions makers buy in to 360 Degree Feedback, Performance Appraisal and Skills Assessment


In a recent article*, McKinsey described a case study where a law firm in the US was able to make radical changes to its processes and client relationships through using the principles of lean management. It led me to think about how we could apply some of the same principles

Can 360 Degree Feedback help improve Team Performance?

Team using 360 Degree Feedback

360 Degree Feedback is often seen as a process for giving feedback to individuals: we are often asked if 360 appraisal can also be useful in providing collective feedback, e.g. to a team as to how they are experienced by other stakeholders? Aggregating individual feedback data Many organisations are now