Hi I found this on a web site - it quite nicely explains what 360 feedback is all about:
"A 360 degree appraisal is the report generated by compiling the perspectives of a number of selected respondents (or raters).
Sometimes also called 180 or 540 degree – with the difference being the number of respondent ‘groups’.
Typically 360 degree would involve the person themselves, their manager, selected peers and selected people that the person manages – 4 dimensions.
A 180 degree could be just the person and their manager – or the person and their peers – or the person and the people they manage – 2 dimensions.
540 degree is where additional groups are asked to contribute – for example ‘customers’ and other ‘stakeholders’ – 5 or more dimensions.
Each of the respondents is asked to complete a questionnaire that allows them to score and comment on the person.
The questionnaire is normally based on behaviours that are expected to create high performance in the role.
Therefore the principle steps in the sequence are:
· Create a questionnaire.
· Select the respondents.
· Distribute the questionnaires.
· Allow time for people to respond and complete their questionnaires.
· Generate the report from the responses gathered.
· Hand (or preferably discuss) the compiled report to the ‘appraisee’ (the person being appraised).
The key difference to a more traditional appraisal is that more people are involved.
The benefits of the greater involvement are:
The report provides a more powerful insight into the performance of the person.
The ‘Manager’ has more ‘evidence’ to bring to the appraisal discussion.
The different ‘Perceptions’ from the other people asked often create a broader debate.
The potential ‘Pit-falls’ of the process are:
Some people may be afraid of contributing honestly – for fear of retribution.
There is often a ‘lack’ of management sensitivity when given the additional power."
From United Kingdom, Accrington
"A 360 degree appraisal is the report generated by compiling the perspectives of a number of selected respondents (or raters).
Sometimes also called 180 or 540 degree – with the difference being the number of respondent ‘groups’.
Typically 360 degree would involve the person themselves, their manager, selected peers and selected people that the person manages – 4 dimensions.
A 180 degree could be just the person and their manager – or the person and their peers – or the person and the people they manage – 2 dimensions.
540 degree is where additional groups are asked to contribute – for example ‘customers’ and other ‘stakeholders’ – 5 or more dimensions.
Each of the respondents is asked to complete a questionnaire that allows them to score and comment on the person.
The questionnaire is normally based on behaviours that are expected to create high performance in the role.
Therefore the principle steps in the sequence are:
· Create a questionnaire.
· Select the respondents.
· Distribute the questionnaires.
· Allow time for people to respond and complete their questionnaires.
· Generate the report from the responses gathered.
· Hand (or preferably discuss) the compiled report to the ‘appraisee’ (the person being appraised).
The key difference to a more traditional appraisal is that more people are involved.
The benefits of the greater involvement are:
The report provides a more powerful insight into the performance of the person.
The ‘Manager’ has more ‘evidence’ to bring to the appraisal discussion.
The different ‘Perceptions’ from the other people asked often create a broader debate.
The potential ‘Pit-falls’ of the process are:
Some people may be afraid of contributing honestly – for fear of retribution.
There is often a ‘lack’ of management sensitivity when given the additional power."
From United Kingdom, Accrington
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360 Degree.zip