360
FEEDBACK CAN CHANGE YOUR LIFE
What your boss, your peers, and your subordinates really think of you
may sting, but facing the truth can also make you a better manager.
By Brian
O'Reilly
Fortune
Magazine, October 17, 1994
Read about
the real-life 360 feedback experiences of managers from various levels
of several organizations. This article shows how 360 feedback
can influence individual change for the benefit of individuals and
organizations.
>
Read The Article
> Back to top
360-Degree
Feedback: The Whole Story
By Kenneth M.
Nowack
Training
and Development Magazine, January 1993
This article
is targeted at organizations hoping to use a 360-degree feedback
system. The author discusses various aspects of the 360 process
including: deciding what to measure, choosing an instrument, and
helping employees accept the feedback they receive.
>
Read The Article >
Back to top
The
pros and cons of 360-degree feedback: Making it work
By Mary N.
Vinson
Training
and Development Magazine, April 1996
The
author
looks at the good and potential bad of multi-rater assessments. She
also makes suggestions for organizations that can help optimize the
results of 360 feedback and encourage commitment to change from
individuals.
> Read The
Article >
Back to top
First-rate multi-rater feedback
By Allan H. Church
Training
and Development Magazine, August 1995
Before you tie a 360-degree feedback system into your formal appraisal process, you need to resolve issues of confidentiality, validity, usefulness, and effectiveness. This article shows you how.
> Read The
Article >
Back to top
Outsourcing
Issues That Make Or Break Your 360 Survey
By
Bruce
Bennett, MBA
This
article
examines three critical issues that organizations do not usually
consider before making outsourcing decisions. While often ignored, the
issues are critical to the success or failure of any 360 feedback
process.
> Read The
Article >
Back to top
13
Common Mistakes Using 360-Degree Feedback
By
Scott Wimer
and Kenneth M. Nowack
T+D,
May 1998, May-June 2000
Hoping
to
help those beginning the process of designing and implementing a
360-degree feedback system. This article details 13 mistakes
organizations often make when launching their assessment system and
details suggestions for avoiding those common mistakes.
> Read The Article > Back to
top
How
to Evaluate your 360 Feedback Efforts
By
Kenneth M.
Nowack, Jeanne Hartley, and William Bradley
T+D
April 1999, May-June 2000
One
way to
assess the effectiveness of your 360 feedback program is through a
follow-up survey. This article details how to design an assessment that
will help administrators monitor the results of their 360 efforts and
use 360 feedback more effectively.
> Read The Article > Back to
top
Using
360-Degree Feedback Mechanisms
By
Francie
Dalton
Occupational
Health & Safety, July 2005
This
article
lists six areas of common mistakes in the 360 process and suggest best
practices to avoid each common error.
>
Read The Article
>
Back to top
(Click
on
the arrow next to ‘July 05’ and follow the correct
link to open the article.)
Creating
Champions for 360 Degree Feedback
By
Richard
Lepsinger and Antoinette D. Lucia
T+D,
February 1998
People
can be
hesitant to adopt a 360-degree feedback program. This article suggests
ways to overcome the resistance to 360-degree feedback and gather
support for the new program.
> Read The Article
>
Back to top
Improving
the Payoff from 360-Degree Feedback
By
Evelyn
Rogers, Charles W. Rogers, and William Metlay
Human
Resource Planning
Based
on the
research of the authors, this article addresses six critical factors or
best practices to maximize the benefits of 360-degree feedback.
> Read The
Article >
Back to top
Pitfalls
of Multi-Rater Feedback
By
Alan Cheney, Ph.D. and Melinda Bremley, Ph.D.
This
article,
written by two human resources consultants, identifies six common
mistakes organizations make in their uses of multi-rater feedback. The
article addresses each issue and suggests ways to avoid the problems
caused by these common mistakes.
> Read The
Article
> Back to top
Patterns
of Rater Accuracy in 360-Degree Feedback
By
Robert W.
Eichinger and Michael M. Lombardo
Human
Resource Planning, December 2004
The
authors
look at which factors seem to have the greatest effect on rater
accuracy. Some of the factors analyzed are: gender, age, work
history, confidentiality and position.
>
Read The Article >
Back to top
The
Dark Side of 360-Degree Feedback
By
Scott Wimer
T+D,
September 2002
If
360-degree feedback is not administered carefully, people can take
offense. This article addresses several areas that can cause problems
within an organization using 360 feedback such as confidentiality,
inaccurate feedback, feeling singled out, and poor feedback delivery.
>
Read The Article >
Back to top
360-Degree
Assessment
By
Robert W. Eichinger and Michael M. Lombardo
Human
Resource Planning
This
piece is comprised of three brief articles.
1.
The Dynamics and Value of Self-Ratings:
looks at the value or lack of value in self ratings and the differences
between the ratings of self and others.
2.
Should 360 Results be Confidential: This
article addresses the issue of who should have access to the results of
360-degree feedback surveys and why.
3.
If a Lot is Good, More Must be Better: Overusing
Your Strengths: This article looks at what happens when
people ignore their weaknesses and how to help people understand
themselves better to improve their strengths and work on their
weaknesses.
> Read The Article
>
Back to top
Measuring
the Boss: Just how good (or bad) is your CEO?
By
David Parmenter
New
Zealand Management Magazine, April 2003
This
article addresses many of the issues faced by organizations
implementing a 360 feedback system with a focus on its use to evaluate
CEO’s. The article also discusses the benefits of
360 feedback, what to assess with a 360 process, and other lessons of
the 360 process.
>
Read The Article >
Back to top
The
posting of these articles is in no way an endorsement of any
publication, product, author, or individual. These articles
are posted for information only.
|
