360 degree staff assessment. Full Review: 360 Degree Personnel Assessment Method. "360 Degrees": SHL's Appraisal Method

360 degree method- this is a method of current personnel assessment, which consists in identifying the degree of compliance of an employee with a position held by means of a survey of the employee's business environment.

The term "360 Degree Appraisal Method" was coined by Ward in 1997. Ward defined this method as the systematic collection of information about the results of an individual or group, obtained from the environment "

The 360-degree technique began to be actively used in the West in the 1990s. In the early 2000s, Russian HR specialists began to adopt this experience from their Western counterparts, and now this method is a popular means of personnel assessment in Russia as well.

The essence of the “360 degrees” methodology is that an employee is evaluated by his entire working environment: managers, subordinates, colleagues and clients. The result of the assessment is the rating of the employee's properties (the measure of compliance with the position held according to the list of competencies is assessed), also thanks to the self-assessment block, this method can be used as a source of feedback. An employee is evaluated using the 360-degree method by polling his environment: boss, colleagues, subordinates. If other interested parties (consumers, clients, suppliers, partners) join the assessment, then the 360 method is transformed into a 540 degree method.

Appraisers give scores for competencies in special questionnaires, the survey can be conducted anonymously, indicating the category of the appraiser (colleague, manager, client) or non-anonymously. Then the arithmetic mean value for each competency is calculated and a competency graph is built. At the last stage, the evaluation results are presented to the most evaluated employee. As a result of the assessment using the 360-degree method, conclusions can be drawn for the employee’s self-development, for the development of competencies, improvement of relations with colleagues, and decisions are made on training, employee development, promotion / demotion, inclusion in the list of personnel reserve, etc.

Depending on the objectives of the assessment, they can evaluate both individual competencies of an employee (for example, initiative, conflict, etc.), and a complex of different competencies: conflict, business acumen, level of technical skills, leadership and teamwork skills, intelligence, career ambition and balance of concepts work/personal life, professional honor, etc. First, you should conduct a survey of the employee's environment anonymously. Studies have found that in the case of a non-anonymous survey, the correlation with independent evaluation results of company employees was 0.09 and was not significant. In the “some anonymity” option, the score was combined with one of the other scores, the correlation with independent ratings of other employees was 0.27 and was significant. Accordingly, with a maximum of anonymity, a significant correlation was 0.3. This is due to the fears of the business environment about the deterioration of relations in the team, as well as the fear of a possible conflict.

Anonymity can be guaranteed in two ways:

evaluate using an automated system, when all answers are processed without displaying individual results;

use special boxes for completed questionnaires, which must be filled out in such a way as to exclude the possibility of handwriting comparison.

Thirdly, the 360-degree method should be used only in combination with other personnel assessment methods: this method is subjective, as it involves the assessment of an employee by the business environment.

Fourthly, when conducting a 360-degree assessment, the assessee is stressed, so the fact of the assessment must be justified: for example, when planning a career, when compiling a list of those sent for training, or as part of a routine staff assessment.

What is a 360 degree assessment

A 360-degree assessment is an assessment of an employee's competencies by a manager, subordinates, colleagues, clients (external and internal), suppliers, and the employee himself.

The 360 degree method was first proposed by Peter Ward in 1987.

The first definition he gave to this method is:

360-degree evaluation is the systematic collection of information about the work of an individual (or group), received from a certain number of persons interested in his work, and feedback on it. According to the author of the method, the scope of its application can be very wide:

self-development and individual counseling(receiving feedback allows the employee to adjust his behavior and identify areas for development);

teambuilding(meaning team feedback, which allows you to determine the strengths and weaknesses of the team, before the start of team work);

performance management(regular feedback allows a person to judge how much his work efficiency has increased);

strategic and organizational development (the ability to identify points where development is especially required, the application of the 360-degree method in this vein is based on the fact that by changing the behavior of specific people, you can change the way the organization as a whole operates);

evaluation of the effectiveness of trainings and other training activities(conducted after the training, the questions are aimed at determining at the level of behavior what changes have occurred in the behavior of the employee after the training);

salary(not used 100 percent when determining the amount of payment).

Why companies use 360-degree assessment now, the pros and cons of this method and recommendations on how to deal with them are set out in this article.

The 360 degree method is used both independently and as an additional method to other assessment procedures.

360 degree method applied:

to determine the need for employee training, those competencies that need to be developed, create plans individual development;

current evaluation of activities according to the specified criteria for the performance of work at a given workplace for a certain period of time (as a rule, together with an evaluation by goals or performance evaluation);

to select a project team or identify employees capable of working on complex projects;

for the formation of a personnel reserve, it is better together with professional tests, profile cases, an assessment center (because the 360-degree method evaluates the qualities shown in the past, and to assess the personnel reserve, you need to predict how a person will behave in the future in new position).

Based on the results of the 360-degree assessment, we can conclude:

about the nature of interaction between departments, identifying conflict situations;

how a person fits into the corporate culture of the organization and the existing team;

How adequate is a person's self-esteem?

It is not used directly to develop a system of remuneration and accrual of bonuses (because the methodology can only identify personal qualities and is not suitable for determining the qualifications of specialists and the value they bring to the company).

Basic conditions necessary for successful 360 degree evaluations:

close-knit team, trusting relationships between employees;

lack of pronounced staff turnover (employees have worked together for at least 1 year);

ensuring the anonymity of the assessment (confidence of employees that their assessments will not be disclosed);

preliminary explanatory work with employees about the goals of the assessment (the goal should be formulated before the start of the assessment and communicated to employees, awareness will reduce the stress of the assessment and will allow you to receive more objective data);

mandatory feedback on the results of the assessment (should be carried out no later than one month after the assessment, during this period it remains relevant and significant for the employee);

mandatory implementation of decisions based on the results of the assessment (assessment for the sake of the assessment itself does not make sense, strict control over the implementation of decisions will make the assessment a tool for staff development);

the results of the assessment should be aimed at development, (only in this way it will be possible to obtain not overestimated results of the assessment, in the assessment of 360 degrees this is the main drawback that you have to deal with, as a rule, it takes 2–3 assessments before the idea of that 360 degrees carries only positive aspects).

Advantages of the method:

obtaining a versatile assessment for one employee (an employee receives an assessment from people with whom he directly encounters in the performance of his work, unlike other methods, the circle of assessors is significantly expanded);

democratic method (not only the leader evaluates subordinates, but subordinates can also evaluate him, this increases the loyalty of employees to the organization, for them this is an indicator that their opinion is listened to);

creating and strengthening trusting relationships with customers (this is an opportunity to once again show that the organization is working to improve customer service);

modeling of assessment criteria to meet the requirements of corporate standards (the criteria are competencies developed for specific organization).

Disadvantages of the method

Each method has its own limits of application, this must be taken into account when choosing an assessment method. So, the disadvantages of the 360-degree method:

not used directly for key personnel decisions: transfer to another position, dismissal, salary increase;

evaluates only competencies, and not the achievements of the employee;

The elimination of these 2 shortcomings is the use of the method as a complement to other evaluation methods.

a high degree of confidentiality is required;

To solve this problem, one can use external organizations who collect information and provide assessment results. Or consider a data collection method in an organization that takes into account the principle of confidentiality. Increasingly, automated personnel assessment systems are now being used, thanks to which the process of collecting and processing information is greatly facilitated.

it is difficult to get frank information from colleagues in the assessment (especially the opinion of subordinates about the leader);

As a rule, subordinates highly appreciate their leaders, even though the principle of confidentiality is strictly observed. This situation can be corrected by using the weight of the assessment of subordinates. By reducing the weight of the assessments of subordinates in relation to the weights of the assessments of the manager or colleagues, you can seriously adjust the final result.

The relevance of research. In the minds of most people, each person has a certain set of qualities that determine his individuality. In modern business psychology, a different approach is widespread: here it is not the possession of quality that is considered more important, but professional efficiency. It is important that, in addition to possessing qualities, abilities, skills and abilities, a person is able to direct them to solve the problems facing the company. And it is in this context that all modern ways staff assessments.

One of the central concepts in business psychology is the concept of "competence" - the ability, quality or ability of a person, which significantly affects its effectiveness in work. In the West, competencies have been used since the mid-70s, they came to our country relatively recently. Typically, companies use several competencies to evaluate personnel, which are selected to make up a system (model) - that is, they contain exactly those qualities, skills, abilities and abilities that are important for working in this particular company.

The use of each competence must be justified by the objective requirements of the company to the employee. Typically, such systems of competencies are compiled based on an analysis of the experience of the most successful employees and those who can not cope with the work.

Competencies can be assessed in many different ways: test methods, interviews, business games, observing a person’s work for several working days, and so on. Any company that uses a competency system for assessing and selecting personnel has a whole arsenal of techniques in stock that allow them to obtain information from different sources, compare, separate objective assessments from subjective opinions. However, a distinctive feature of most competency assessment methods is the presence of a "subjective component". An employee is evaluated by a person who does not have the opportunity to observe his work for a long time - a HR specialist, or an external consultant. Estimates are made by the consultant on the basis of observations, interpreted by him to the extent of understanding the specifics of the work performed.

Naturally, such estimates are often subject to subjective distortions, and of course, there are many ways to minimize these distortions. Evaluation consultants specifically learn how to properly conduct competency-based interviews, what to look for when observing an employee in the workplace or during a business game. However, in spite of everything, by their mere presence they make changes in the behavior of the person they are assessing, "are part of the stimulus," as psychologists say.

One method that does not have these shortcomings is the 360-degree cross-evaluation. During the 360 Degree survey, employees undergoing an assessment are asked to answer a series of questions about themselves, their colleagues, subordinates, management, and evaluate each according to several criteria. Historically, this method began with an assessment of mutual likes and dislikes in a team (sociometry), and then they began to use it to solve personnel assessment problems.

The purpose of the study is to consider the possibilities of the "360 degrees" technique.

Research objectives:

1. Conduct a review of systems, methods and techniques for assessing personnel.

2. To study the scope of the "360 degrees" methodology. Pros and cons of the technique.

3. Conduct a study of a company employee using the 360-degree method.

The object of the study is the methods of personnel assessment.

The subject of the study is a 360-degree cross-evaluation.

The theoretical basis of this work was the work of such authors as: Birli U., Kozub T., Konovalova V.G. and others.

The structure of the work: the work consists of an introduction, two chapters, a conclusion and a list of references.

Chapter 1

1.1 Overview of systems, methods and techniques for personnel assessment

Many companies sooner or later face the problem of personnel assessment. Indeed, for the successful development of any structure, it is necessary to constantly improve, know its prospects and correct mistakes.

Personnel assessment enables managers or personnel departments to more effectively conduct personnel policy, improve, attract new employees instead of those who do not cope with their duties and, thereby, do better work.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

assessment of the qualifications of an employee - when the characteristics of the standard are identified and compared with a specific person;

analysis of the results of the work - here they evaluate the quality of the work performed;

Evaluation of an employee as a person - personal characteristics are identified and compared with ideal ones for a given place.

If we talk about building an assessment system in a company in general, then it is very important to remember three main features, isolation from which will not give the desired result.

First, evaluation should be carried out regularly.

Secondly, it must have a clearly defined purpose.

And, thirdly, the assessment system should be transparent to everyone and based on generally understood criteria.

The personnel assessment system itself is a whole series of actions and activities aimed at assessing employees and of a permanent nature.

This system, in order to be effective, should be based on the main and universal scheme for conducting this assessment.

The first thing to do is to identify the company's need for personnel assessment and, based on them, form clear goals that will be pursued when assessing employees. Among the main goals, monitoring of the social climate in the team, assessment of the quality of work and the degree to which a person’s qualifications fit the position are usually singled out.

The second step is to determine the subject of evaluation, that is, who to evaluate. Depending on the goals, the the target audience information about which the company needs in the first place.

This is followed by the definition of the criteria by which the evaluation will be carried out.

This requires professionals in the industry who can identify the most appropriate characteristics for each specific position.

After choosing the criteria, it is necessary to choose an assessment method based on them. The choice of the method itself is also carried out depending on some criteria, including compliance with the goals set at the beginning, the degree of cost of one or another suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being evaluated, and relevance, that is, the results really should be necessary .

The next stage of the personnel assessment system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

· creation of an internal regulatory framework for evaluation - development of provisions, regulations;

training of the personnel who will directly carry out the assessment;

· Informing staff about the forthcoming assessment and its positive aspects .

After that, the assessment system enters its main stage - the actual conduct of the assessment itself, the implementation of the entire project.

All the information gathered from the assessment should then be reviewed for its relevance and the quality of the system itself.

The final stage in the implementation of the evaluation system is the action - the adoption of managerial decisions in relation to those people who were evaluated - promotion, demotion, training.

Let us now consider the methods themselves, which can be used in the evaluation of personnel.

According to their orientation, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods that determine employees without the use of quantitative indicators. They are also called descriptive methods.

Matrix method - the most common method, involves comparing the qualities of a particular person with the ideal characteristics for the position held;

the method of the system of arbitrary characteristics - guidance or personnel service simply highlights the brightest achievements and the worst mistakes in a person’s work, and, comparing them, draws conclusions;

assessment of the performance of tasks - an elementary method when the work of an employee as a whole is evaluated;

· method "360 degrees" - involves the assessment of the employee from all sides - managers, colleagues, subordinates, clients and self-assessment;

· group discussion - a descriptive method - which provides for a discussion of the employee with his managers or experts in the industry about the results of his work and prospects.

Combined methods are a set of descriptive methods using quantitative aspects.

testing is an assessment based on the results of solving pre-set tasks;

The method of the sum of estimates. Each characteristic of a person is evaluated on a certain scale, and then displayed average comparable to ideal;

grouping system, in which all employees are divided into several groups - from those who work perfectly, and to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

rank method - several managers rank employees, then all ratings are compared, and usually the lowest ones are reduced;

scoring method - for each achievement, the staff receives a predetermined number of points, which are summed up at the end of the period;

· free scoring - each quality of an employee is evaluated by experts for a certain number of points, which are summed up and the overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person's work or his socio-psychological characteristics.

Therefore, it is not surprising that recently the universal integrated method has been increasingly used - the method of assessment centers, which has incorporated elements of many methods in order to achieve the maximum objective analysis personnel .

This method has as many as 25 criteria by which a person is assessed.

Among them: the ability to study, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval from superiors and colleagues, careerist motives, the reality of thoughts, reliability, diversity of interests, stability to stressful situations, vigor, organization, organizational and managerial abilities.

All criteria in the evaluation of personnel are usually divided into two main categories - performance criteria and competence criteria.

When evaluating performance, the achieved performance of a particular person is compared with the planned performance for a given period of work. To do this, clearly measurable tasks are set before the start of the reporting period. The effectiveness of the work is expressed in specific indicators: sales volume, the number of completed projects, the amount of profit, the number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply them in practice, personal qualities, and behavior are evaluated.

One of the most effective ways of such an assessment is to solve situational problems, taking into account the position occupied by the employee or for which he is applying.

These tasks are of two types - descriptive and practical, and differ in the nature of actions in solving a specific problem.

Thus, the personnel assessment system is quite complex and has many nuances and aspects that need to be given maximum attention. Otherwise, all the work invested in the assessment may result in total absence required output information.

1.2 Scope of the 360 degree methodology. Pros and cons of the technique

A 360-degree assessment is an assessment of an employee's competencies by a manager, subordinates, colleagues, clients (external and internal), suppliers, the employee himself.

The 360 degree method was first proposed by Peter Ward in 1987.

The first definition he gave to this method is:

self-development and individual counseling (receiving feedback allows the employee to correct his behavior and identify areas for development);

corporate learning and development (receiving feedback before the training allows the participant to understand his training needs and helps him to focus on the aspects of the course that best suit his needs);

Team building (meaning team feedback, which allows you to determine the strengths and weaknesses of the team, before the start of team work);

Work performance management (regular feedback allows a person to judge how much his work efficiency has increased);

strategic and organizational development (the ability to identify points where development is especially required, the use of the 360-degree method in this vein is based on the fact that by changing the behavior of specific people, you can change the way the organization as a whole operates);

Evaluation of the effectiveness of trainings and other training activities (conducted after the training, the questions are aimed at determining at the level of behavior what changes have occurred in the behavior of the employee after the training);

wages (not used 100 percent when determining the amount of wages).

The 360 degree method is used both independently and as an additional method to other assessment procedures.

360 degree method applied:

To determine the need for employee training, those competencies that need to be developed, create plans for individual development;

· to select a project team or identify employees capable of working on complex projects;

Based on the results of the 360-degree assessment, we can conclude:

about the nature of interaction between departments, identifying conflict situations;

how well a person fits into the corporate culture of the organization and the existing team;

How adequate is a person's self-assessment.

Not used directly

· to develop a system of remuneration and accrual of bonuses (because the methodology can only reveal personal qualities and is not suitable for determining the qualifications of specialists and the value they bring to the company).

The main conditions necessary for a successful 360-degree assessment:

a close-knit team, trusting relationships between employees;

lack of pronounced staff turnover (employees have worked together for at least 1 year);

Ensuring the anonymity of the assessment (confidence of employees that their assessments will not be disclosed);

preliminary explanatory work with employees about the goals of the assessment (the goal must be formulated before the start of the assessment and communicated to employees,

awareness will reduce the stress of the assessment and will provide more objective data);

Mandatory feedback on the results of the assessment (should be carried out no later than one month after the assessment, during this period it remains relevant and significant for the employee);

Mandatory implementation of decisions based on the results of the assessment (assessment for the sake of the assessment itself does not make sense, strict control over the implementation of decisions will make the assessment a tool for staff development);

the results of the assessment should be aimed at development, (only in this way it will be possible to obtain not overestimated results of the assessment, in the assessment of 360 degrees this is the main drawback that you have to deal with, as a rule, 2-3 assessments pass before the idea is fixed in the minds of employees, that 360 degrees brings only positive aspects).

Advantages of the method:

Obtaining a versatile assessment for one employee (an employee receives an assessment from people with whom he directly encounters in the performance of his work, unlike other methods, the circle of assessors is significantly expanded);

creating and strengthening trusting relationships with customers (this is an opportunity to once again show that the organization is working to improve customer service);

modeling of evaluation criteria to the requirements of corporate standards (the criteria are competencies developed for a particular organization).

Each method has its own limits of application, this must be taken into account when choosing an assessment method. So, the disadvantages of the 360-degree method:

It is not used directly for major personnel decisions: transfer to another position, dismissal, salary increase;

Evaluates only the competencies, not the achievements of the employee;

Elimination of these 2 disadvantages - use of the method as a complement to other assessment methods

A high degree of confidentiality is required. To solve this problem, you can involve external organizations that collect information and provide evaluation results. Or consider a data collection method in an organization that takes into account the principle of confidentiality. Increasingly, automated personnel assessment systems are now being used, thanks to which the process of collecting and processing information is greatly facilitated.

It is difficult to get frank information from colleagues in the assessment (especially the opinion of subordinates about the leader).

High or low self-assessment scores affect the overall score.

The solution is the same as in the previous paragraph.

Stress impact on the employee.

You can reduce the stress impact on the employee with competent PR of the event.

It is necessary to convey to the employee the purpose of the assessment and the nature of the use of the assessment results.

The complexity of processing the results.

This problem is now solved with automated systems estimates. There are several manufacturers of such systems on the Russian market. As a rule, they have basic functions for collecting and processing results, reports and presentation of results that are required for a particular organization are added by the program developers, or by the IT department of the organization.

1.3 Employee feedback process

First of all, the purpose of the assessment is determined. It depends on the requirements of the staff. For example, it is important for a company to improve the level of customer service and to have qualified specialists on staff. This means that the HR service should find out the degree of development of employees' competencies and, based on the results of the assessment, form recommendations for training.

This goal is explained to employees, while the main thing is that everyone understands that the event is aimed at their development, and based on the results of the assessment, no one will be fired. In addition, employees should be aware that the data obtained during the study are confidential, all information is provided only to the object of assessment and its immediate supervisor, and the names of survey participants are not disclosed. These rules should be brought to the attention of the staff through managers, as well as through the corporate website, bulletin board, through information mailings on e-mail and other materials (leaflets, newsletters, articles in the corporate newspaper, etc.).

After that, you can deploy a PR campaign for the upcoming event. It must begin no later than three months before the start of the assessment. Information openness facilitates the work of the HR service, makes it possible to understand the attitude of employees to the event already at the preparation stage, to find out their fears, to check their expectations. It is important to report on all the preliminary stages of the event (description of competencies, compilation of lists of participants). Gradual involvement of managers and subordinates in the procedure, understanding of its structure and sequence of stages, involvement in preparation - all this reduces the risk of resistance to innovation.

Documents accompanying the PR campaign: assessment regulations, description of assessment criteria (competences), rules for calculating final points, action plan.

Consider the basic rules for providing feedback after a 360-degree assessment:

1. Feedback must be provided no later than two weeks after the evaluation. Only during this period the data remains relevant.

2. Information must be positive. It is better to start by describing the good results of the assessment and only after that talk about the competencies for which low scores are set, accompanying this information with a comment that the company provides the employee with the opportunity to develop and grow. In this case, we can expect a person's desire to improve their qualities.

Let's talk in more detail about how to issue a written report.

The following outline can be used to write a feedback report:

1. Appeal to the participant of the evaluation.

2. Timing of evaluation.

3. Goals of the event.

4. Informing about the anonymity of the evaluation.

5. Evaluation criteria. A brief description of the competencies for a specific position.

6. Description of the scales on which the assessment was made. In the case of using numerical values, their qualitative description is given.

7. Assessment results and their interpretation. This item is the main content of the report. All data should be sufficiently detailed, but presented in an easy-to-understand manner. At the end of this part of the report, the assessed person is offered 2–3 questions aimed at developing his/her competence. For example: “What do you think was the reason that in the competence “timely informing, feedback from team members”, the leader rated you high, and colleagues gave you a low score?”

Such a survey will help the employee focus on the data received and connect it with their behavior.

8. General conclusions, a description of the approximate results that are expected from the employee during the next assessment.

To write a report, you can prepare a template in advance and use it to provide feedback.

When compiling the content of the report, it is important to remember that information is best perceived when it is presented both in numerical, graphical (tables, charts) and verbal (text) form.

For example, diagrams are very visual and easy to understand. So, in Figure 1, the diagram reflects the average estimates. This data will allow the employee to understand the whole picture: for which competencies he received high scores, and for which he received low scores.

Figure 1. Average grades for competencies

In order for the person being assessed to understand why he received a low score for a particular competency and to correct his activities, it is necessary to describe the indicators of behavior that make up this competency. For example, "quality of work" might include the following indicators:

· completes the work on time;

· performs work qualitatively, without errors;

· Complies with company standards when performing work.

This information can also be presented in the form of a chart of assessments of specific indicators that make up the competence (see Fig. 2).

Figure 2. Average scores by indicators (competence "quality of work")

Thanks to this presentation of data, it is easier for an employee to understand for which specific behavioral manifestations he received a low score, and to adjust his activities. In particular, from the diagram in Figure 2, it can be seen that he complies with company standards and does his job without errors, but does not always meet deadlines.

When working with graphical and numerical information when compiling the content of the report, it is important to remember that, despite the advantages of this form of presenting the material, you should not overload it with tables and diagrams, and adhere to the following rules:

use graphic elements only to explain the competencies for which the employee received a low score;

· Supplement with text (preferably), making up approximately 2/3 of each table or diagram.

As mentioned above, each diagram should be followed by an explanation. It is worth paying attention to high and low scores and comment on what could have caused such ratings, or ask the employee himself a question about this.

Chapter 2

2.1 Description of the study

In the second chapter of this work, we conducted an individual assessment of a company employee using the 360-degree method.

The assessment was conducted for the Millennium company, at the time of writing the report, 82 people took part in it.

The evaluation was conducted via the Internet using the BSS Around system. Each participant received an email invitation to participate, along with a link to enter the scoring system.

Our results are based on the assessments of 18 people from the business environment of the researcher in 4 competencies, as well as their own assessments of the researcher (by the time the report was created, the person evaluated 30 employees).

According to the results of the assessment, only average assessments are available, and the answers to the questions themselves are not available to anyone. This ensures both objectivity and confidentiality.

From the report, you can find out the test subject's scores on core competencies, strong and weak sides(according to the environment), you can find out which of the colleagues the subject was inclined to overestimate or underestimate.

Two indicators were used in the evaluations: a five-point rating scale (1 - the lowest score, 5 - the highest score) rounded to the nearest tenth, as well as a rating score (percentage of employees who showed a result below the test score for this indicator). For example, a rating score of 90% means that the subject is ahead of 90% of his peers and is in the top 10%, while a rating score of 10% means that the subject is ahead of only 10% and remains behind the other 90%. A rating score of 50% means that the subject is exactly in the middle of the rating for this indicator.

The results of the study are presented in the form of a report prepared for review by the subject himself.

2.2 Rating scores and significance of results

All scores in the report are based on one of two indicators: a 5-point score and a rating score.

5-POINT SCORE

Traditional 5-point rating, from 1 (lowest score) to 5 (highest). The score on a 5-point scale is absolute, only your personal results affect its value.

Rating score - a special indicator used to represent the results of the assessment. Rating points are expressed as a percentage and allow you to effectively compare the results obtained different participants. Your rating score for a skill shows what percentage of the assessment project participants scored lower than yourself in that skill. In the literature, this indicator is often called the "percentile" (with the emphasis on "I").

Suppose, when assessed on a 5-point scale, you received a score of 4.2 in one of the competencies. How to determine if this is a good result or not? It is impossible to determine this only by the score - you need to know what scores other project participants received for this competence. If the scores of most participants are around 4.5, then your score is not very good. To understand how “good” a particular result is, it is necessary to use the concepts of “rating-point” and “significance level”.

To determine the level of significance of the rating, you need to look at how far the participant is from the middle of the rating. The farther a person is from the middle, the more significant the assessments he receives.

The rating score of a participant in an assessment project for a competency is a number showing what percentage of other participants scored lower than him in this competency. The rating score shows the participant's place in the rating and is a relative assessment. Looking at it, in contrast to the average score, you can tell if (and how high) a participant got a high score.

The rating score of a participant in the middle of the rating is 50. Those who are closer to the top of the rating (with lower scores) are always less than 50, those who are at the right end of the rating (with higher scores) are closer to 100.

So, for each competency, you will find out two of your marks - absolute (on a 5-point scale) and relative (rating-point), in comparison with the marks of other people.

A higher rating score does not always mean a better result. For example, when assessing the level of criticality, the best results (which are obtained from participants who have not shown either excessive criticality or excessive loyalty to colleagues) are in the middle of the rating - around a score of 50.

For your convenience, extremely high (greater than 85%) and extremely low (less than 15%) rating points (as the most significant ratings) are marked with "" and "".

The blue triangle indicates significantly higher results. These are the times when your result is in the top 85% of the people in your organization.

The red triangle indicates low results. These are the times when your score was in the bottom 15% of your company's employees.

The two black triangles indicate those indicators in which your self-esteem significantly exceeds the average score given to you by your colleagues.

2.3. How were you evaluated

In this section, we provide you with the details of the grades assigned to you. What grades and how often did your colleagues give you when answering the questions of the questionnaire. You will be able to see on which issues the opinion of your colleagues about you is agreed, and on which they disagree.

table 2

Evaluation by employees

	Possible answer
Deviates from the accepted rules in order to offer the client the best solution	Difficult to answer
Loses sight of the latest achievements of science and practice that can improve the company's business processes	Difficult to answer
Demonstrates perseverance in achieving difficult goals	Difficult to answer
Creates standards of behavior for company employees	Difficult to answer
Is a leader in the eyes of employees	Difficult to answer
Interested in the progress of his subordinates	Difficult to answer
Gives subordinates specific action plans	Difficult to answer
Selects and offers the client a choice of several solutions	Difficult to answer
Uses the best practices of other companies to improve work efficiency	Difficult to answer
Sets easily achievable goals for himself and his subordinates	Difficult to answer
Encourages subordinates to adhere to the principles of corporate culture in their work	Difficult to answer
Represents a company for clients, partners, journalists, etc.	Difficult to answer
Correctly determines the level of abilities and qualifications of subordinates	Difficult to answer
Notifies regular customers about changes in the company	Difficult to answer
Allows the client to control the progress of work	Difficult to answer
Borrows the most effective methods of activity (best practices) of other companies	Difficult to answer
Satisfied with the average results of his subordinates	Difficult to answer
Explains to subordinates the importance of their tasks	Difficult to answer
Distributes tasks without taking into account the individual characteristics of subordinates	Difficult to answer
Establishes informal relationships with clients	Difficult to answer
Misidentifies customer needs	Difficult to answer
Continues to use the same working method even if several previous attempts have failed	Difficult to answer
When solving any problem, strives to achieve the maximum result.	Difficult to answer
Does not celebrate accomplishments of subordinates	Difficult to answer
Delegates authority and responsibility to subordinates	Difficult to answer
Stops communication with the client after the work with him is finished	Difficult to answer
Actively interested in customer needs	Difficult to answer
Faced with obstacles, makes extra efforts to overcome them	Difficult to answer
Sets ambitious targets for employees	Difficult to answer
Promotes corporate values by example	Difficult to answer
Creates an atmosphere in which all employees strive to achieve maximum results	Difficult to answer
Too often supervises the work of subordinates	Difficult to answer
Accurately formulates tasks and deadlines for subordinates	Difficult to answer
Optimizes the offer for the client's needs	Difficult to answer
If the original plan is not successful, finds alternative ways to achieve the result	Difficult to answer
Turns a blind eye to the violation of the principles of corporate culture by his subordinates	Difficult to answer
Is limited to performing only its immediate functional duties	Difficult to answer
Checks how the results of the work of subordinates correspond to the set goals	Difficult to answer
Sets ambitious tasks for subordinates, the solution of which allows the company to succeed	Difficult to answer

2.4 Competency results

Competence is a skill, quality, or ability of a person that significantly affects his effectiveness at work. The 360-degree assessment allows participants to be assessed on several pre-defined competencies based on cross-assessments. In the text of the report, the names of competencies are typed in capital letters.

Summary table of test results for core competencies. Here is your self-esteem, the average assessment of other people, as well as the assessment of you by subordinates, colleagues and managers.

Please note that your rating points are taken as the basis for plotting graphs. These are relative scores that allow you to compare your results with those of your peers.

Table 3

Competency results


People management		By self-assessment According to others According to subordinates According to customers
Corporate Leadership		By self-assessment According to others According to subordinates According to customers
Ensuring Success		By self-assessment According to others According to subordinates According to customers
Customer orientation		By self-assessment According to others According to subordinates According to customers

"Wind rose" by competencies, or "map" of your competencies. This illustration clearly shows your strengths and weaknesses, as well as possible differences in the assessments of different groups of your colleagues.

Figure 3. "Map" of the subject's competencies

2.5 Results by indicator

Each competency contains several indicators (more detailed indicators).

The indicator is an integral part of the competence. An indicator describes a specific manifestation of a person's skill, quality or ability in behavior. To distinguish from competencies, the names of indicators in the text of the report are typed in lowercase letters.

We present to your attention your assessments by indicators.

People leadership

Table 4

People management

The ability to accurately formulate tasks and set adequate deadlines for their implementation, the ability to distribute responsibilities and control the process and result.

· Setting goals

Delegation of powers

· Control

We present the obtained data graphically.

Figure 4. Results for the indicators "Setting goals"

Figure 5. Results for indicators "Delegation of powers"

Figure 6. Results for indicators "Control"

Table 5

Corporate Leadership

The ability to gain a reputation as a recognized leader in the company, inspire and motivate employees, create and implement corporate values.

· Charisma

· Inspire others

· Creation corporate values

The data on these indicators will also be presented graphically.

Figure 7. Charisma

Figure 8. Inspiring others

Figure 9. Creation of corporate values

Table 6

Ensuring Success

Internal desire to successfully solve complex problems, perseverance in their solution, active search new resources, both external and internal.

The need to achieve

· Focus on results

Search for resources

Figure 10. Need for achievement

Figure 11. Focus on results

Figure 12. Finding resources

Table 7

Customer orientation

The ability to look at the problem through the eyes of the client, finding the best solution for him, maintaining long-term mutually beneficial relationships with clients.

· Understanding customer needs

· Optimal solution

· Building long-term relationships

Figure 13. Understanding customer needs

Figure 14. Optimal solution

Figure 15. Building long-term relationships

2.6 Strengths and weaknesses

Or “pink and black glasses” - in this section we draw your attention to those competencies and indicators by which your self-esteem differs markedly from that of other people. This may be due to both excessive self-criticism or, on the contrary, self-deception, and (which happens much less often) insufficient awareness of colleagues about your contribution to the common cause. In any case, this is important information to think about, because sharp deviations in self-esteem from the assessment of others, no matter what they are caused, can interfere with your career.

For each competency and indicator, we've provided average scores on a 5-point scale and rating scores from other people's scores compared to your self-reported scores.

Here are the competencies and indicators for which your colleagues rated you better than yourself:

Table 8

Strengths and weaknesses of the subject

Conclusion

Thus, the 360 Degree Feedback (360 Degree Assessment) method is a system for assessing employees, which involves collecting information about their activities from a number of sources. Graphically, such a system is expressed in the form of a circle that represents the person being tested, and sources of information are located around this circle.

Traditionally, these sources are:

the supervisors of the tested;

Colleagues of the tested;

subordinates of the tested;

The tester himself

The company's suppliers

the company's clients.

Gaining input from people who interact with the person being assessed at work makes 360-degree assessment a fairly reliable tool. The applicant for the position himself can also be involved as an expert: he is asked to evaluate his work behavior and professional qualities in order to further use these data to correct his self-esteem and create an individual development plan together with him.

The "360 degrees" method can be used to solve the widest range of tasks related primarily to the professional development of an employee. It is used for the preliminary formation of a personnel reserve, identifying the need for training, evaluating its results, and creating plans for individual development.

When forming the personnel reserve of a company, it must be borne in mind that not all the qualities required for a new position can be applied at the current place of work, therefore, on the basis of "360 degrees", it is not always possible to accurately determine how a person will behave in a new position. In such a situation, you should use professional tests, specialized business cases, assessment centers, that is, create an analogue of a future professional situation and evaluate a person’s behavior in it.

The 360-degree cross-assessment method, with a competent approach, has great potential and can help in solving a wide range of problems. The method can also be useful in determining the circle business contacts employees, and for the formation of a team of performers, and in the distribution of bonuses or bonuses. But, of course, the method is not a panacea. It also has serious limitations.

People assessing each other according to the "360 degrees" method should know each other well, have some history of interaction in work situations, joint problem solving. In most cases, it is possible to evaluate in this way only employees who have already joined the team, about whom their colleagues have something to say. The method is not at all suitable for solving the problem of personnel selection, for assessing newcomers, it will not help to assess the subtle nuances of the professional knowledge of employees - there are other methods for such tasks.

In addition, when conducting a study, it must be remembered that both the study itself and its processed results are usually additional stress for employees. Therefore, the control of psychologists is required here. The energy released under the influence of these stress factors must be directed to constructive goals, otherwise, instead of benefiting from the study, you can get the opposite effect.

A written 360-degree report prepares the employee for the next personal communication- allows him to form his opinion about the results, draw the necessary conclusions, formulate questions.

Oral feedback he receives, as a rule, from an employee of the evaluation department or an external consultant, it is possible to attend the meeting of the head.

For HR specialists, this document is also a tool for preparing for personal communication with the assessed employee. In addition, thanks to the report, information about each specific employee obtained as a result of the procedure is stored.

In general, a well-written report acts as a means of forming a positive attitude of the staff towards the 360-degree assessment, which is very important for further assessment activities in the company.

Like any method, 360-degree evaluation has its advantages and disadvantages.

The correct use of the method will allow you to get more reliable results and, based on them, make the right decisions. management decisions.

List of used literature

1. Antsupov A.Ya., Kovalev V.V. Socio-psychological assessment of personnel. – M.: Unity-Dana, 2008.

2. Birli W., Kozub T. 360 degree assessment. Strategies, tactics and techniques for developing leaders. – M.: Eksmo, 2009.

3. Vuchkovich-Stadnik A. Personnel assessment. A clear algorithm of actions and high-quality practical solutions. – M.: Eksmo, 2008.

4. Vyazigin A. Evaluation of top and middle level personnel. – M.: Vershina, 2006.

5. Darinskaya V.M., Chaplygin I.N. Evaluation and development of personnel by the "Assessment Center" method. - St. Petersburg: Speech, 2008.

6. Konovalova V.G. Organization of selection and evaluation of personnel. – M.: Exam, 2007.

7. Cooper D., Robertson I.T., Tinline G. Selection and recruitment. Testing and evaluation technologies. – M.: Vershina, 2009.

8. Lukash Yu.A. Firm staff. Selection, control, evaluation, prevention of negativity. – M.: Finpress, 2007.

9. Motovilin O.G., Motovilina I.A. Personnel assessment in modern organizations. Assessment technologies. Professionalism. – M.: graduate School Psychology, Institute for Counseling and System Solutions, 2009.

10. Paponova N.E. Building a personnel assessment system. – M.: Finpress, 2009.

11. Soshnikov A., Pelenitsyn A. Personnel assessment. Psychological and psychophysical methods. – M.: Eksmo, 2009.

12. Ward P. Method 360 degrees. – M.: Hippo Publishing LTD, 2006.

13. Khrutsky V.E., Tolmachev R.A. Personel assessment: modern systems and technology. - M.: Finance and statistics, 2004.

14. Schmidt V.R. Problems and technologies of personnel assessment. - St. Petersburg: Speech, 2008.

Cooper D., Robertson I.T., Tinline G. Selection and recruitment. Testing and evaluation technologies. - M.: Vershina, 2009. - p. 35. Birli U., Kozub T. 360 degree assessment. Strategies, tactics and techniques for developing leaders. - M.: Eksmo, 2009. - p. 45.

If you want to get to know your front-line employee or manager better, one way to do this is to do a 360-degree assessment. About what this method is and how it can help the team become better, when it is better to use it, and in what situations - it makes no sense, says Olga Panfilenko, HR manager at TUT.BY

360-degree evaluation was first proposed by Peter Ward in 1987. Using examples, I will explain how to prepare employees for the survey and what needs to be done so that it brings the desired results.

Olga Panfilenko
HR manager TUT.BY

What is a 360 degree assessment

The 360-degree personnel assessment got its name because it is carried out by the entire work environment of the employee: the manager, subordinates (if any), colleagues and the employee himself evaluate personal and professional qualities, knowledge and skills from all sides, as if from a position of 360 degrees.

It is conducted in the form of a survey and makes it possible to understand how other people treat a person, how they perceive him, what they think about him. All this is necessary in order to understand what to work on and what can be improved.

The survey can be conducted on paper or in electronic format. In our company, we use a Google form. The advantages are that anonymity is preserved and not material costs. Minus - the results have to be processed manually, which takes a lot of time for an HR specialist.

How to organize

Evaluation of a person is always a subjective matter, therefore, in order to obtain reliable results, it is important to organize it correctly.

1. It all starts with setting a goal. You must understand why you are conducting a survey. A little later, I will tell you for what purposes evaluation is carried out in our company, I will give examples in which cases it is better to use it, and when it will be less effective.

2. Once the goal is defined, it is important to prepare employees for the survey, otherwise, you can get formal answers, replies. To do this, it is necessary to ensure the anonymity of the survey, otherwise people will be afraid to write openly about their manager or colleague. For example, in our company we explain to employees that the assessment is anonymous. We also make sure that at least 6-7 respondents participate in the survey. Since intuition sometimes works: if an employee, for example, has two subordinates or two colleagues, it is easy for him to understand who gave what assessment, and draw certain conclusions for himself. And this can become the basis of an internal conflict with those who evaluated.

When conducting a 360-degree assessment, it is important to motivate employees to participate, form the right understanding and a positive attitude towards it. We explain why it is needed, how the results will be used. It is better to talk to employees in the language of benefits and values. For example: “Do you want to know how you can become a better person? Know what you need to work on? How to get more prospects for career development? Do you want to help your colleague/supervisor become more effective? How to improve relationships in the team as a whole?

3. The next step in conducting a 360-degree assessment is to definition of criteria, that is what you will evaluate. The criteria are competencies - professional and personal qualities of employees, the level of development of which affects the efficiency in work. Competences can be formed, for example, on the basis of corporate values adopted in the company (which all employees of the company must possess at a certain level). Can also be assessed managerial competencies if we need to evaluate the leaders.

And for each competence, a behavioral indicator is formed, that is, in the question you describe how a person behaves in a given situation. A behavioral indicator may appear never, rarely, about half the time, often, always (the wording may be different).

4. You need to decide on the frequency of the assessment. In our company, we mainly evaluate managers of all levels once a year, sometimes less frequently. Accordingly, our questionnaire is designed in such a way that we can assess corporate and managerial competencies. For example, one of the values of our company sounds like "the right to make a mistake." Below is an example from a questionnaire:

I would like to note that when compiling a questionnaire, it is undesirable to take ready-made standardized options. It is important to develop them based on the goals of the assessment, from the characteristics of the corporate culture, from the real work tasks that employees of your company face on a daily basis. It is also better to avoid complex, ambiguous wording in questions.

What can be the purpose of the evaluation and what results it can bring

In our company, the purpose of the assessment is to increase the understanding among employees of their strengths and development zones, determine the directions and priorities of individual development in the near future.

In general, there are quite a few areas of application of this evaluation method. We successfully managed to implement a 360-degree assessment in a situation where indicators began to fall in one of the departments, the project was not going very quickly and efficiently, according to the results of the survey, it became clear that the employees did not clearly understand the project strategy and did not receive feedback from the manager. Thus, this method has become an excellent tool for showing employees in which direction to direct efforts to improve the situation.

Or, for example, when in one company the turnover of staff among newcomers increased - employees left en masse for probationary period. After conducting a 360-degree assessment, it turned out that the “helping colleagues” competency did not work. And the solution was to increase motivation experienced staff train and adapt newcomers.

Another example of the effective use of 360-degree assessment is when you need to create project teams or bundles of colleagues with each other. Naturally, by creating teams, we will bring together those people who perceive each other most positively.

When is it best not to use an estimate?

But there are cases when such a survey will not bring the expected results:

To distribute rewards. In one company where I worked earlier, we were given the task of distributing the annual bonus among the employees of the division. It was decided to conduct a 360 degree assessment. However, after we were given a remark from one of the respondents: “Since you refused to promptly review my document, I will give you a low rating,” we realized that the results would not be entirely objective. KPIs are the best way to measure employee performance.

To assess skills and abilities- for this it is better to use more objective methods of assessment, for example, testing, assessment.

For promotion to personnel reserve , because people can distort answers (for example, if the employee being evaluated causes empathy in a colleague, then he will overestimate, trying to help him advance in the service, and there may be a reverse situation with underestimation in the absence of sympathy for a colleague). In this case, you can use the 360-degree assessment not as a direct goal of promotion to the personnel reserve, but as a hidden one, that is, when analyzing the results, you can always keep in mind potentially strong employees.

What to do with the results

After processing the answers of the respondents, it is necessary to form a presentation in which we graphically reflect all the results. Example below (click to enlarge image):

At the end of the presentation there is a section with recommendations on how the employee can use his strengths and develop weaknesses.

Sometimes you can offer to take training or read certain literature. In a joint conversation with an employee, discuss individual plan development.

What we pay attention to:

The results of the assessment can be compared with the previous ones (if there was such an assessment, for example, a year ago): see progress, regression, “marking time”.
Compare self-assessment with other people's assessments, as well as results on different levels, for example, the leader was highly rated by subordinates, but very low by colleagues (equal in status).
You can also compare the ratio of assessments for different blocks, for example, an employee was highly rated in communications, and low in teamwork skills. These are also development areas. And you can also understand where the zones of success are in order to strengthen and support them.

It is very important not to leave the assessment without feedback and implementation of any further action for the development of an employee, otherwise the procedure itself will seem meaningless next time. In general, it is better to accustom employees to such surveys so that there is no resistance during repeated assessments, and the method is perceived as useful for themselves and colleagues.

Pros and cons of the method

360 degrees are treated differently. Downside for me this method is that it, like any assessment, causes stress for employees. It is also impossible to eliminate the factor of interpersonal attitudes of people towards each other, which can affect objectivity.

The advantage of the method is that the assessment of employee competencies is based on real work situations, not simulated ones. The results are used to identify "points of growth", thereby giving impetus to professional development employees and the team as a whole. Conducting a 360-degree assessment does not require serious financial costs; it can be carried out by the HR department.

Every leader strives to develop his enterprise. There are many ways to help achieve your goal. One of them is personnel assessment using the 360-degree method, which is common among many companies in Russia.

Dear readers! The article talks about typical solutions legal issues but each case is individual. If you want to know how solve exactly your problem- contact a consultant:

APPLICATIONS AND CALLS ARE ACCEPTED 24/7 and 7 days a week.

It's fast and IS FREE!

concept

The 360 degree personnel assessment method is a method that allows you to determine the level of competence of employees through a survey conducted in the environment. It originated at the end of the 20th century and gained popularity due to its many advantages.

The application is effective in companies in which:

does not dominate the authoritarian style of management;
there are traditions of collective work;
optimal level of work culture;
positive psychological climate.

Anonymity is required during the event.

Purposes of application

The 360 Degree Personnel Assessment Method can be used alone or in conjunction with others to:

determine the level of need for training of an employee whose abilities need to be developed for the qualitative implementation of new assignments;
evaluate the quality of work for a specified period of time according to certain characteristics;
pick a team professional staff able to cope with certain tasks (for example, work on complex projects);
create a personnel reserve (in this case, it is recommended to combine it with professional cases or professional tests).

The method under consideration cannot be used to solve serious organizational issues: bonuses or promotions.

Advantages and disadvantages

The use of the 360-degree personnel assessment method has several advantages:

democracy - the competence of not only subordinates, but also the employer is considered;
maintaining a trusting relationship;
high objectivity of results;
the ability to assess competence taking into account the standards of the enterprise;
identify the strengths and weaknesses of employees;
correct employee behavior.

It should be borne in mind that each technique has its own limits of application and the 360-degree method is no exception.

Its disadvantages:

competency is assessed, not achievement;
inability to resolve personnel issues;
sometimes it is difficult to get truthful information;
has a stressful effect on a person.

These negative factors can be fixed in different ways:

Combine the 360-degree personnel assessment method with others.
Use competent PR;
Inform the employee about the purpose of the event, as well as where the results of the assessment will be applied.

The difficulty lies in the fact that it will be necessary to ensure a sufficient level of confidentiality. To solve the problem, sometimes you need to involve other organizations.

Features of the 360 degree personnel assessment method

At first glance, it may seem that the procedure will not cause difficulties: it is enough to make a list of questions of interest and distribute them to employees, then analyze the answers and draw conclusions. But the information received is not enough for a company that plans to identify problems and make competent management decisions.

A 360-degree assessment of personnel can be carried out between:

colleagues from the same or different departments;
director of the company, head of department and subordinates;
employees of the organization and customers, contractors, etc.

The circle of interested persons is determined, depending on the purpose of the event.

The use of the considered evaluation method is advisable for solving the following problems:

analyze the state of external/internal communications;
determine the level of the psychological climate in the organization and the degree of its impact on performance;
decide whether training is required for individuals applying for a higher position.

Stages

The frequency of personnel assessment according to the 360-degree method is 1 time per year.

The procedure consists of the following steps:

Setting goals and objectives. The category of respondents and the circle of persons having access to information are specified.
Formation of a group of approximately 10 employees who will evaluate the specialist. At the same time, it is important to indicate by what criteria applicants are selected.
Determination of the level of competence to which the employee must correspond. A questionnaire is created, where decisive indicators are noted and the list of employees whose performance is to be assessed is specified.
Informing the participants about the goals of the event, a presentation and a seminar are held. additional information sent by e-mail.
Providing questionnaires to the participants of the event for filling. Documents characterize the activities of the employee. If necessary, links to an Internet resource on which answers will be given are indicated.
Respondents fill out questionnaires.
The analysis is carried out: data for each employee are summarized, and conclusions are drawn.

Based on the information received, the necessary management decisions are made, and a plan is formed to improve the professional skills of employees. If necessary, trainings or events aimed at team building are held.

Risks

Research conducted in an organization is complex, so organizers must have the appropriate skill level and experience.

Otherwise, it is impossible to count on the proper effect, all efforts will be in vain.

The analysis of the information received and the preparation of reports requires a certain amount of time. When considering the activities of a large organization, the probability of making a mistake is high.

When using automated systems, the process of collecting and processing information is greatly simplified. To solve this problem, manufacturers offer a variety of modern technologies.

How to evaluate the result and what conclusions can be drawn?

After conducting a personnel assessment using the 360-degree method, you can find out the nature of interaction between departments, the presence of conflict situations, and relationships with colleagues.

It allows you to determine how the employee meets corporate culture whether his self-assessment is adequate.

Common Mistakes

Personnel assessment according to the “360 degrees” method is entrusted to an inexperienced specialist, which is unacceptable. If this is the first time such an event is held, it is recommended to involve a third-party provider. When all operations are completed, training of personnel specialists can be carried out.
All activities are analyzed. This approach is wrong, it is necessary to consider the specializations that are most significant for the enterprise.
Downloading “ready-made” questionnaires is a common mistake. You should not do this, since such works do not take into account the individual characteristics of a particular organization. The information obtained with their help will not be of much use. It is necessary to create questionnaires independently or with the help of specialists.
P Conducting an assessment on a forced basis without an advance PR campaign. As a result, various negative consequences are possible: the staff will be worried and will not be able to give a reliable answer. It is important not only to warn employees about the planned event, but also to communicate the goals. It is recommended to prepare a short presentation.
An attempt to conduct a 360-degree assessment covertly. Some believe that such an action will increase objectivity and help to obtain reliable information. But such an opinion is erroneous and will bring the opposite effect: through informal channels, information will become known, there will be great distrust in the leader. The psychological climate will worsen.

Example

Aktual Torg LLC, a company engaged in the development computer technology, conducts a survey of employees using the 360-degree method.

There are three tasks:

to study the effectiveness of the work of IT technology developers;
determine the level of competence of specialists;
find out if you need extra education to improve the competence of some workers.

It might be useful to read: