A best practice model for the effective deployment of 360° feedback. Issue 6 (5th October 2015)

• Record Type: Journal Article
• Authors: Lawrence, Paul
• Is Part Of: Development and learning in organizations. Volume 29:Issue 6(2015)
• Page Start: 13
• Page End: 16
• Publication Date: 2015-10-05
• Subjects: Leadership development -- Learning -- 360 feedback; Organizational learning -- Periodicals; Employees -- Training of -- Periodicals; Training -- Periodicals; Organizational change -- Periodicals; 658.3124
• DOI: 10.1108/DLO-02-2015-0012
• Languages: English
• ISSNs: 1477-7282

Abstract

Abstract : Purpose: – The purpose of this two-part study was to develop and test a best practice model for the deployment of 360 feedback in organizations. Design/methodology/approach: – 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. Findings: – 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. Originality/value: – 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.