Design a 360 Degree Feedback Program Leverage multi-rater feedback to accelerate employee development. McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © 1997-2017 McLean & Company. McLean & Company is a division of Info-Tech Research Group. SAMPLE Learn about becoming a member

EXECUTIVE SUMMARY Overarching Insights: Situation Today’s employees need more feedback than ever before to develop professionally. A well-designed 360 degree feedback program is a critical building block of an organization’s talent development strategy. Resolution 360 degree feedback is the aggregate feedback of employee performance based on the inputs of multiple raters who have worked with the employee. It is commonly used for leadership development, but can benefit a wide range of employees. Creating an effective 360 degree feedback program requires executive buy-in and participation, agreement on the competencies for evaluation, and a comprehensive communications and training effort for participating employees. Most importantly, no 360 degree feedback program should be implemented without a concerted effort to assist rated employees with interpreting the feedback and building an actionable development plan. Complication Only those organizations with a strong culture of trust should embark on the 360 degree feedback process; those without trust will likely fall into the pitfalls of 360 degree feedback, never realizing the benefits. Organizations must assess their readiness before proceeding with implementing a program. Guarantee rater confidentiality and allow the employee to own their feedback report to ensure that raters provide honest feedback. Defend against a “garbage in, garbage out” effect on the program. Help employees give specific and effective feedback, to see considerably more impactful benefits. McLean & Company recommends that organizations make employee development the sole purpose of their 360 degree feedback program.

GUIDED IMPLEMENTATION MCLEAN & COMPANY OFFERS VARIOUS LEVELS OF SUPPORT TO BEST SUIT YOUR NEEDS CONSULTING “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” GUIDED IMPLEMENTATION “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” DIY TOOLKIT “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” WORKSHOP “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” Diagnostics and consistent frameworks used throughout all four options

Use McLean & Company’s process to optimize your organization’s 360 degree feedback program 1. Prepare for 360 Degree Feedback 2. Define the Scope of the 360 Degree Feedback Program 3. Communicate &Train Employees on Giving & Receiving Feedback 4. Collect 360 Degree Feedback 5. Gather, Interpret, and Use 360 Degree Feedback Effectively

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In today’s competitive workplace, employees need and expect feedback to succeed By 2025, Millennial employees will make up 35% of the global workforce (Manpower Group, 2016). Creating a system of multi-rater feedback is crucial to engaging and developing the leaders of tomorrow. Employees are information hungry. They’re also used to instant feedback in every other aspect of their lives because of the culture of constant feedback facilitated by today’s technology. Yesterday Today However, all generations are looking for more feedback due to the need to stay competitive and constantly improve one’s skill set. vs. Annual paper-based performance appraisals were formal, infrequent, and top-down, as well as the major recognized feedback mechanism. The culture of “commenting” propelled by social media fuels the expectation that more frequent informal feedback can and should happen. 360 degree feedback bridges the divide by maintaining objectivity through formally defined competency-based ratings while providing increased opportunities for feedback from various members of the employee’s professional circle. % of respondents that want more frequent feedback McLean & Company; N=130

360 degree feedback can be integrated into your regular employee development process Collect and aggregate 360 degree feedback from the manager, direct reports, peers, internal/external clients, and the employee themselves for the employee to analyze. This can occur at any time during the performance cycle but must be incorporated into the employee’s development plan. Simplified typical performance evaluation cycle: Managers: Managers: Managers: Managers & Employees: Collect employee performance metrics. Collect subjective performance evaluations. Write the performance appraisal. Create an employee development plan. The cycle should then repeat itself for continuous improvement. Based on the development plan, employees participate in the appropriate organizational development programs. For example, coaching & mentoring, on-the-job training, or formal training. Improved organizational performance. Improved employee performance. Ideally, you should put some distance between the performance appraisal and 360 degree feedback program to ensure that employees trust it will not impact their performance rating.

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