How can performance feedback collected from multiple sides be a bad thing? Why it usually works initially, but after several attempts it fails? According to an article by Wendell Williams on ere.net, the reason is simple - 360-degree feedback is silly. "If you want information about your performance, why send a questionnaire to people who do not know you, do not care about you or do not see how you work?" asks Williams and attatches other reasons:
Too much data
Most participants in 360-degree feedback will tell you that it involves such amount of data that only the explanation of what it means requires a half-day workshop. To succeed, choose the simplest possible criteria.
Irrelevance
Participants often have to evaluate things that have nothing to do with job performance in particular roles. To succeed, focus the criteria specific features of the work roles.
Rewards and sanctions
Once people realize that they will be rewarded or punished based on the feedback, they will not answer objectively. To succeed, keep the feedback on the developmental level.
Poor planning
Never ask questions unless you are prepared to answers. To succeed, prepare development plans for each item.
Lack of management involvement
Fundamental responsibility of managers is to lead, coach and develop subordinates. To succeed, connect managers in cooperation with staff.
-Kk-