Companies have long relied on performance feedback to let their employees know what they are doing well and where there is still room for improvement within their Boston Jobs. But all too often, companies make the mistake of focusing solely on upward feedback (where managers are reviewed by their direct reports) and traditional feedback (where managers review their subordinates). Utilizing such two dimensional methods often comes at the expense of obtaining a complete picture of the work dynamic between team members.

360-feedback, if done right, has the ability to correct this problem by offering a more comprehensive look at employee performance. “360” refers to the 360 degrees of a circle and provides the employee with performance feedback from all levels of the organizational hierarchy—from subordinates to peers to mangers. Depending on the size of the company, about eight to ten coworkers fill out feedback forms anonymously. Most forms will address the core areas of listening, planning and goal-setting skills, teamwork performance, competencies, and leadership effectiveness.

The 360 process is most valuable when it gives workers an opportunity to provide anonymous feedback that they might otherwise not be comfortable giving. Commentary from a variety of sources throughout the company gives recipients insight into how others perceive them and then affords them the opportunity to adjust behaviors and acquire skills that will enable them to excel at their jobs.

A word of caution: If not done carefully, a 360 review can feel like a witch-hunt to employees who think they are being targeted or treated unfairly. A disastrous feedback process can have long-term consequences that can damage company morale for years. However, a carefully implemented and professionally constructed 360 review will reap great benefits to any company who seeks to improve employee performance.

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