4 Common Mistakes 360 Degree Feedback Programs Make

by Kylee Stone Dec 14,2015

The People Strategy Leaders Podcast

with Srikant Chellappa, CEO

360 degree feedback programs can be useful as they provide rounded perspectives on employees. However, very often, the problem with 360 degree feedback programs is that they fail because of a few glaring oversights on part of the people who carry them out.

And because of these failures in carrying them out, organizations might think 360 degree feedback programs do not offer enough payoff for the effort involved.

Let’s take a look at one of the most common reasons why it fails.

No Clear Purpose

One of the biggest mistakes that is made with respect to 360 degree programs. Organizations tend to carry out 360 degree programs because it is the ‘in’ thing to do, not because they actually need to carry out a program. Ideally, 360 degree programs are carried out once a year. Typically, they help review an employee’s performance over the period of  a year. But depending on the data you collect, you might want to rethink the cycle. Some organizations might need more frequent 360 degree programs than the others. It all depends on what the organization wants to achieve.

Also Read: 5 Employee Appreciation Ideas For Your Remote Team

Not Enough Communication

A lack of communication can colossally screw up many undertakings, especially things like feedback programs.

Lack of Confidentiality

Confidentiality is not the same as anonymity. If participants of the program are not sure of how confidential their feedback is going to be or have previously been subjected to a breach of confidentiality, then naturally the results of the program will be skewed. If you want a 360 degree program to run smoothly, then you need to ensure that the participants’ feedback will remain confidential.

Also Read: 13 Effective Ways To Look For A Toxic Boss

No Plan of Action After the Program

When employees hear that a 360 degree feedback is going to happen, they expect there to some changes after the program is done. Participants of a program too expect the same. There is no point in carrying it out if there is no follow-up action plan after the program. Before the program, state that action will be taken. And once the program is done, take action.


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Kylee Stone

Kylee Stone supports the professional services team as a CX intern and psychology SME. She leverages her innate creativity with extensive background in psychology to support client experience and organizational functions. Kylee is completing her master’s degree in Industrial-Organizational psychology at the University of Missouri Science and Technology emphasizing in Applied workplace psychology and Statistical Methods.

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