In this work, the 360-degree method was used. The 360 Degree Method: What do you need to know to conduct an effective assessment? Distribution by questions of competence groups

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 common: 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 - the management 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:

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 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;

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 personnel reserve, 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 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).

Basic conditions necessary for successful 360 degree evaluations:

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);

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 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 used now automated systems staff assessments, which greatly facilitate the collection and processing of information.

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.

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 being solved with the help of automated scoring systems. 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 assessment. 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 assessment.

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, strengths and weaknesses (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 principles in their work corporate culture	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 management

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 be useful both in determining the circle of business contacts of employees, and in forming a team of performers, and in distributing 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.

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.

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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 corresponds to the corporate culture, whether his self-esteem 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 additional training is required to improve the competence of some workers.

Certification of blue-collar professions is well developed - these are tariff-qualification examinations and assignment of the next ranks / rates. The greatest difficulty is the assessment of managers and specialists. According to various sources, more than half domestic enterprises this procedure is not carried out at all, somewhere it is of a formal nature, and only a few can boast of a well-functioning attestation policy. Meanwhile, certification can be a powerful tool that stimulates the development of personnel.

The main one is that traditional methods are extremely cumbersome, time-consuming and inefficient. Attestation commissions, which are created at some enterprises, do not justify themselves because of the large share of subjectivity in the assessments: the certified ones are represented by their leader, who gives his subordinates, as a rule, the most flattering description, as a result of which the members of the commission cannot objectively evaluate employees of other departments. Naturally, the results of such certification do not meet the requirements of modern enterprises.
In recent decades, in the West, and for some time now in domestic business, a special methodology for assessing the business and personal qualities of personnel - "360 ° Certification" has gained popularity.

We note its main advantages:

ease of organization and execution;
practically does not distract staff from work;
does not require the formation of attestation commissions;
covers all the main aspects of the life of the team;
not only measures the quality of employees, but also significantly affects their development.

The essence of the "circular" certification is that the employee is evaluated according to certain competencies-criteria by his environment (experts): manager, work colleagues, subordinates. According to the same criteria, a specialist performs self-assessment, which is compared with the characteristics of experts.

Such a scheme involves triple feedback: from top to bottom - from the immediate supervisor, horizontally - from colleagues and from bottom to top - from subordinates. Unlike traditional certification, with this approach, the assessment is multilateral, the most complete and objective.
Let us dwell on the applied aspect of the methodology.

The “circular” and mass nature of assessments minimizes the subjective factor in assessments, multifactorial allows you to get an integral assessment of both an individual employee and the rating of specialists in a comparable group.

Thus, a kind of “photo” of the opinions of others about the business and personal qualities of a specialist is obtained.

For any company, the goals and objectives of personnel certification are approximately the same, namely:

identify the level of qualification of employees, their ability to evaluate the professionalism and quality of each other's work;
establish adequate wage levels;
make informed decisions on appointments and relocations;
motivate employees to achieve specific results and a certain level of work quality;
develop a training program for employees, set goals and objectives for the next certification period;
set status ratings, trace the dynamics of their changes.

When preparing for certification, it is very important to select quality assessment criteria (a list of what an employee should be able to do in order to fulfill his official duties). The basic criteria for assessing (competence) a specialist, as a rule, cover the most important areas:

knowledge (general and special);
work skills;
ability to master new activities (technologies, markets, customers);
personal qualities and characteristics of behavior.

Over time, the criteria may change slightly, if necessary, be replaced by others: you need to strive to ensure that, in the end, all of them correspond to the specifics of the company's activities and requirements.
Should be paid Special attention on the fact that, on the one hand, not everyone is able to express constructive criticism without fear of offending a colleague, on the other hand, few can adequately perceive it. That's why the most important factor high objectivity of certification - anonymity of assessments and confidentiality of results, which is achieved by questioning. After computer processing of all questionnaires, the results of certification with detailed assessments, integral characteristics, rating, etc., are handed over to the employee in a sealed form. In addition to him, only his immediate supervisor has access to the certification sheets. This allows you to evaluate each other's qualities without fear of reprisals and negative attitudes from the side of the person being assessed.
Employees themselves, as a rule, show great interest in the results of certification. It is important for them to compare the results obtained with the results of the previous certification, to analyze how their self-assessment differs from the assessment of the team. This will help everyone identify their strengths and weaknesses, think about how to correct shortcomings and achieve better results in the future.

Another significant difference between the 360° Certification methodology is the establishment of feedback between the head of the unit and subordinates. Objective information about how employees, management, clients evaluate the boss can become an incentive for his further personal and professional development. Moreover, participation in the certification of the immediate supervisor, along with subordinates, significantly increases interest and trust in it.

Personnel officers using this technique note significant discrepancies in the assessments of the person being certified by managers, colleagues and subordinates, inadequate self-esteem, etc. The results of the certification open up a wide field of activity for management and personnel officers for planning and implementing company personnel development programs.

BENEFITS 360 Degree CERTIFICATIONS

"360° Certification" is widely used; formation of a personnel reserve; choosing a specialist vacant position; identifying the needs of personnel in training and analyzing its effectiveness; making plans professional growth specialists.

Advantages and advantages of the methodology in comparison with other methods (traditional certification, modern complex - for example, through the Assessment Center):
assessment of the assessed (or homogeneous functional group) based on individual criteria, combined with sincere assessments of colleagues, allows you to make the most objective conclusion about the employee's compliance with the company's requirements;
comparison of self-assessment with the assessment of the team stimulates the employee to develop best qualities and the elimination of the shortcomings indicated by colleagues;
comparing the results of the current and previous certifications, the manager can trace the dynamics of the development of a specialist.

RECOMMENDATIONS FOR PREPARATION AND CONDUCT 360 Degree CERTIFICATIONS

Experience in use in various companies allows us to formulate several general recommendations on the organization of its preparation and certification:

1. It is recommended to include only those who have worked in the company for at least five to six months to be certified. Such a period is necessary so that the employee can objectively evaluate his colleagues and so that others can evaluate him.
2. There should be no more than 20–25 people in one group: in such a team, everyone is in close contact and has an idea about each other's work. In addition, the risk of getting many "blank" or random ratings is reduced.
3. The group of experts for a complete and objective assessment should include at least 6-7 people (line and / or functional managers, colleagues and subordinates - at least two or three people each).
4. On the eve of certification, all employees must be familiar with the rules for its implementation.
5. For each position, 10–12 of the most important of 30–40 corporate evaluation criteria are selected, for example: work experience; professional knowledge; business relationship with the head, colleagues, subordinates; labor discipline; independence in work; use of powers; labor intensity; conflict.

Similarly, special criteria are formed taking into account professional features groups (for example, for managers - organizational and managerial skills; the ability to motivate subordinates, interact with the client).
6. It is not recommended to immediately link the results of the first certification with administrative decisions - personnel transfers, changes in wages, etc.
7. We advise you to plan re-certification no earlier than in six months or a year, since the employee needs time to work on his shortcomings.
8. It is advisable to conduct a pilot (trial) certification in one typical unit to use the experience gained in branched organizational structures.
Of exceptionally great importance is the openness of the corporate culture in the company, when each employee is tuned in to an objective and reasonable assessment of other employees and is used to counting on such an attitude from his colleagues.

Well-designed and well-organized allows not only assessment human resources enterprises with all the ensuing opportunities for its optimization, but also gives each employee an opportunity to take a fresh look at himself, better assess his potential, understand what he needs to improve, draw up or adjust a plan for his further professional development or clarify a career plan . Those. performance appraisal can be structured in such a way as to bring mutual benefit to both parties - both the organization conducting the appraisal and its employees.

What should be the form?

In the questionnaire, which is used as part of the “360 degrees” method, one should not just offer the experts, that is, those who will evaluate the employee, a scale for evaluation, but explain what each wording means, otherwise experts with different experience will interpret the values of the scales according to in different ways. For example, if the questions in the questionnaire are formulated as follows: “Evaluate the managerial potential of Ivanov I.I. on a scale from 1 to 5", then for an ordinary Russian employee a scale from 1 to 5 is a direct analogy with school grades, where 5 is excellent, 4 is good, 3 is satisfactory, and 2 is unsatisfactory. As you can see, the 5-point scale turns into a 4-point scale. In addition, the values of the scores in the understanding of the expert may differ from the values laid down by the evaluators.
Many Western-oriented companies use a five-point scale to evaluate the performance of their staff, with the following description:

5 - the level of skill that allows you to show this quality in extremely difficult conditions, develop its standards and teach others;
4 - the level of extended experience, allowing to show quality not only in standard, but also in difficult conditions;
3 - level base experience, which allows you to show quality in most working situations;
2 - the level of development, when business quality is not always manifested, but the employee already understands the importance of its manifestation and tries to develop it;
1 - quality is not shown.

In addition, by inviting experts to give a digital assessment of a person’s qualities, we can judge how attractive he is to others and how effectively he is able to build his relationships with colleagues. This means that we will be able to assess the degree of team cohesion rather than the business qualities and competence of the test person.
For example, a block of the questionnaire in which we invite experts to evaluate the creativity of an employee should not look like this:

poorly
below the average
moderately
above average
high

Before asking an expert to rate creativity, an organization should clarify what the term means and what kind of creativity is unacceptable to it. That is, it makes sense to evaluate the qualities of an employee not in general, but in relation to a given company. For example, if an organization encourages creativity in its employees, the relevant section of the questionnaire might look like this:

never makes new proposals, rejects the proposals of others;
seeks to adhere to proven approaches in work, treats new ideas with caution, implements new methods only under pressure from management;
management readily responds to suggestions to think about new methods and technologies;
proactively proposes new approaches and solutions to management;
always filled with many new ideas, uses every opportunity to come up with a new solution;

Lead specific example, which, in your opinion, most fully characterizes the attitude of Ivanov I.I. to new ideas and approaches.

If for a company it is not the creativity of employees in itself that is important, but its positive results, then the same section of the questionnaire may look like this:

Mark those points that most accurately characterize the behavior of Ivanov I.I. at work:

does not come up with new proposals or his proposals often go to the detriment of the common cause;
his ideas and approaches sometimes allow to reduce some costs or avoid costs;
his proposals often bring tangible optimization of business processes, technologies, production processes;
his approaches and solutions increase the efficiency of the company;
his proposals significantly develop the company's business. Give a specific example that, in your opinion, most fully characterizes the contribution of Ivanov's proposals I.I. to the common cause.

It is very important that the 360-degree assessment questionnaire be built on the basis of a system of criteria that is universal for a given organization. Only in this case, the information obtained as a result of the survey can be compared with other already available data.

It is also desirable that the questionnaire not only ask experts to give numerical scores, but also to select a behavioral indicator and give an example. Ideally, the questionnaire should provide high-quality information that an automated system or personnel assessment specialists will then digitize. Thus, as a result, we can obtain two types of information - qualitative and quantitative. Qualitative information allows you to describe exactly how an employee performs at work, and quantitative information makes it possible to compare employees with each other.

If the assessment system is built in the company from scratch, then before the survey, an even more difficult task will have to be solved - to create a competency model, a competency assessment scale, and a description of behavioral indicators.

Questionnaire forms

The form of the evaluation depends primarily on the objectives of the procedure. If the purpose of the 360-degree assessment is, first of all, to collect high-quality information about a small number of employees (up to one hundred people), then the questionnaire can be both on paper and on electronic media. Questionnaires are distributed, filled out and processed manually. At the same time, as a rule, each assessed person can talk about the results of the assessment with specialists.

If, however, a large number of employees are evaluated using the 360-degree method, then this process is usually automated (mailing, collecting and processing questionnaires takes place using special automated systems). Employees are practically deprived of the opportunity to maintain feedback with information processors. As a rule, the respondent receives the results of his assessment in electronic form.

Automated 360-degree assessment systems are used in cases where the collection of quantitative data to compare employees with each other on certain parameters is of paramount importance (for example, when forming groups for training). Some automated systems themselves form recommendations for employee training, offer a list of references, e-courses, list of trainings. Similar programs are offered by several companies and cost from a few hundred to several tens of thousands of dollars.

360 Degree Assessment: Sample Questionnaire

The number of questions and the time it takes to complete the questionnaires are essential factors for the success of the method. If there are too many questions (more than 50) or they are difficult to understand, there is a risk of a formal attitude to the procedure, people will get tired of answering, which will lead to a decrease in the reliability of the results.

Let's take a closer look at the questionnaire.

Statement Questions

Of great importance is the correct wording of questions-statements (the questionnaire may also consist of closed questions, although it is statements that quite often represent a more universal and convenient form). They should cover the core competencies that are planned to be assessed. The more quality the company needs, the more questions about it should be included in the questionnaire. It is very important that they are understandable and do not use complex or ambiguous terms.

An example of an unsuccessful question-statement: "Tolerant to the characteristics of other people" - not all respondents may know this term. Another example: "In a conflict, he is prone to compromise solutions." The answer depends on how one understands the compromise strategy. Perhaps he perceives it at the everyday level as a desire to meet others halfway or considers it not the most successful, because he prefers cooperation (especially if he has successfully completed conflict management training). As a result, the assessment will not be completely reliable.

When compiling questions-statements, in most cases, one should not use wording that implies extreme answers (“always appears”, “never appears”), because then they cannot be honest, objective and unambiguous at the same time. For example:

“Never, in any form, criticizes the decisions of the management and the strategy of the company”;

"Always ready to sacrifice his own interests for the common";

“Always takes the initiative, makes rationalization proposals”;

"Never gets annoyed, never shows negative emotions."

Thus, when formulating questions-statements, it is recommended to adhere to the following rules:

avoid complex terms and ambiguity;
use words that everyone understands;
avoid extremes (the exception is checking the sincerity and objectivity of the respondents).

Rating scale

You should definitely avoid the 5-point scale, because this leads to the manifestation of school-student stereotypes: 3 is bad, and 5 is good. It is impossible in a short time to sincerely believe that 3 is the norm (not perfect, but meets the requirements), and 5 is excellent (this rating is extremely rare). Therefore, it is recommended to move away from scores to descriptive characteristics altogether. In addition, it is worth using a scale in which there are no more than 6 points, since with more of them, the respondent may get confused.

Along with the rating scale, there should also be a “I have no information” column, since not all employees have the opportunity to see the manifestation of absolutely all competencies in a colleague. Accordingly, when determining the average score, the number of grades actually taken into account decreases.

The scale, which includes extreme options ("always" and "never"), allows you to increase the validity (reliability) of the answers.

Ensuring the validity of responses

Sincerity Scale

It is recommended to include in the questionnaire several questions-statements that do not require "extreme" wording of answers. They help to find out the sincerity of the participants in the study. For example, it is impossible to give unambiguous polar assessments in the case of such statements:

“Does not make mistakes even in small details”;

“He is never partial to people, he always avoids personal likes and dislikes”;

“Definitely positively perceives any decisions of management, etc..”

If the evaluator gives an “extreme” answer to these questions-statements, this indicates either his insincerity (as a rule, overestimation of the marks out of good intentions, for example, out of sympathy for a colleague), or a formal approach to the survey.

When such an answer occurs 1-2 times, it is worth reducing the estimated score by 1 unit, but if there are many such options, then this questionnaire should be excluded from general analysis, since the reliability of the results is questionable.

Shift questions

Some tend to choose predominantly the same responses for peer evaluation. Most often, this is not an average rating (“appears in about half of the cases”), but a stable choice of responses such as “always appears” or “appears in most cases”. Choosing this approach, the employee does not really think about the questions and answers formally. To avoid this, the inclusion in the questionnaire of questions, the best answer to which is “Never shows”, will help to avoid this.

It is worth warning employees about the presence of such "shifters", and this will increase the likelihood of correct answers.

Double questions

These questions allow assessments to be analyzed for objectivity and validity and to exclude those that do not meet these criteria. The bottom line is that two or three questions have different wording, but are absolutely identical in content (it is important that they are not located next to each other). An example of such a double:

“Knows how to manage conflicts from a position of cooperation, that is, in such a way that all parties are in the maximum gain”;

“In a conflict, they usually do not seek to drag the situation in the direction of their interests.”

There is another kind of questions of this type - close questions. Not being complete duplicates, they imply a gap in the answers of no more than 1 point, otherwise the result is assessed as low-reliable.

Survey-Based Decisions
It should be borne in mind that the assessment according to the “360 degrees” method is subjective in any case, therefore, it should not be considered as a tool for making administrative decisions - rewards, punishments, promotions, etc. In addition, if employees learn about such consequences of the assessment, then the answers will either overestimated because of the reluctance to “set up” colleagues, or underestimated in order to settle scores. Most foreign companies, where this practice came from, the 360 Degrees questionnaire serves as a tool for the employee’s self-development or (less often) the subject of a joint analysis with his supervisor.

Based on the results of the assessment, it is necessary to identify areas:

A - overestimated self-esteem in comparison with the assessment of others;

B - low self-esteem in comparison with the assessment of others;

B - high and low scores;

D - differences in the assessment of the same competencies among evaluators of different levels.

In cases A and B, you should find out from colleagues and managers the reason for the discrepancies. The probable conclusion is that a person cannot see himself from the outside. He should definitely initiate receiving feedback from others more often, compare behavior - his own and those people who are considered as a standard, that is, who have competencies that are significant for this company.
Situation B gives the most complete picture of the strengths and weaknesses ah worker. A big plus in this case is that a person can see himself from the outside, understand how others around him react to him.

Section D is very important for analysis by both the assessee and his manager. It is worth clearly identifying the cause of the discrepancies and adjusting your behavior during communication at those levels, which include employees who gave low ratings. The manager, if his opinion differs significantly from the ratings given by peers or subordinates, needs to be more attentive to the employee's behavior: focus on the merits (if the boss's rating was lower than that of the others) or learn to identify socially desirable behavior (if the rating is higher).

Here is an example of a questionnaire that was used in one of the companies (you should not consider it as universal, suitable for any organization). Try to test yourself and highlight:

competencies that are tested by this questionnaire;
questions related to the scale of sincerity;
flip questions;
questions (there may be 2 or more), the difference in the answers to which should not be more than 1 point (example of duplicate questions).

360 degree questionnaire (example)

Instructions for survey participants
Dear employee!
This survey will help your colleague (evaluated) to better understand their strengths and weaknesses, to see the potential for further growth and development. No incentives or punishments will be taken based on the results of the study. We guarantee anonymity and confidentiality. In this regard, we ask you to give the most truthful, frank and thoughtful answers. If, by the nature of interaction with this person, you do not see the manifestation of some aspects of behavior and cannot judge how he manifests himself in the situations described, please choose the answer: "I have no information." In addition, some of the questions involve the best option the answer is “Always manifests”, and some - “Never manifests”. Be careful! There are also several questions, the answers to which will allow us to assess the reliability of the result; in case of low reliability, the questionnaire will have to be filled out again, which is undesirable.
The survey takes an average of 30 to 45 minutes. We recommend that you fill out the questionnaire immediately from beginning to end, without distraction. This way you can save time and increase the reliability of the results. You can be of great help to a colleague in understanding his strengths and weaknesses and planning for further development and growth. Thank you for your sincere answers!

№	Question	Answers*
№	Question	1	2	3	4	5	6
1	Able to make and defend unpopular decisions when necessary
2	In case of problems with the client, he solves them independently, strives to do it as quickly as possible
3	Understands that the effectiveness of the work of subordinates depends on their leader, strives to correct the situation and prevent its occurrence in the future
4	When justifying a decision, he considers both pluses and minuses, correctly calculates resources
5	Raises qualifications only when it is offered by management or the personnel development department
6	When setting priorities, he takes into account what is fundamentally important for the business and difficult to perform, therefore he strives to do this work himself, and delegates the rest to subordinates
7	When problems arise, he seeks to overcome them on his own, finds several solutions, knows how to justify the pros and cons of each of them
8	In case of prolonged stress, he is able to maintain a good mental shape
9	If a problem arises, first of all, it carefully analyzes the causes and finds those responsible for their elimination.
10	Colleagues and subordinates often turn to an employee for advice and help, they feel psychologically comfortable with him
11	In case of problems with the client due to the fault of other people or departments, he immediately redirects him to the culprit of the problem
12	In difficult situations, easily irritated, can be harsh in communication
13	Strives to obtain the most complete information about the market, related areas and effectively uses this data
14	Ability to work effectively in an environment of uncertainty
15	Does not make mistakes even in small details
16	Positively characterizes the company and its values in conversations with other people
17	Ability to admit mistakes and take responsibility for them
18	Never irritated, never shows negative emotions
19	Tries to find the same interests and common language with colleagues in solving joint problems
20	Accepts responsibility for results
21	Demonstrates a desire to solve customer problems, takes responsibility in difficult situations
22	Never and in any form criticizes the decisions of the management and the strategy of the company
23	Does not welcome changes, prefers proven solutions, confirmed by long experience
24	Always ready to sacrifice his own interests for the common
25	Does not get lost in a stressful situation, seeks and finds solutions
26	If problems with the client arose due to the wrong actions of subordinates, he tries to involve them in the solution, teach them how to avoid such situations in the future
27	Proactive, adjusts the work of his unit in advance to changes in the company's strategies
28	Sees the relationship and interdependence of different departments and functions in the organization, understands its interests as a whole
29	Able to analyze opportunities, risks, as well as calculate and plan resources
30	Never seeks to drag the situation in the direction of his interests in a conflict
31	Motivates people based on their results
32	He believes that employees should be professionals and clearly act within the framework of their duties, otherwise people should be parted
33	He is never partial to people, he always knows how to avoid personal likes and dislikes.
34	Able to identify and take into account the individuality of the subordinate in the interaction and motivation
35	Differs in a systematic approach, sees the interests of the organization as a whole and departments in particular
36	Performs mainly control functions, believes that censure and punishment are the most effective methods working with people
37	Charismatic, uses the strength of his personality to motivate subordinates
38	Subordinates have made significant progress since this person joined the company
39	Forms staff in advance, correctly determines the need for employees
40	Set up to motivate staff, correctly chooses the ratio of encouragement and censure
41	Knows how to manage conflict from a position of cooperation, i.e. in such a way that all parties benefit as much as possible.
42	Organizes training and coaching of its employees, develops people
43	Able to concentrate on the task, attentive to detail
44	Knows external environment organizations, competitors
45	Defends his position, if he considers the interlocutor's opinion to be wrong, tries to shorten the conversation
46	Shows initiative when the process really needs improvement
47	In behavior and decision-making takes into account the values of the company and its interests
48	Always shows initiative, makes rationalization proposals
49	Takes into account the interests of his unit only, leads competition for resources
50	Strives to solve the problem as quickly and efficiently as possible, and not always on his own, but with the involvement of experts (if necessary)

* Answers:

- I have no information;
- always shows up
- appears in most cases;
- appears in about half of the cases;
- appears rarely;
- never shows up.

Answers to the questionnaire (deciphering the types of questions and competencies)

Questions with reverse scaling: 2, 3, 8, 14, 19, 20, 36, 37, 46, 49. If the answers to the remaining questions are at the level of 4–5 points, then answers to questions of this type should be assessed in 1–2 points. If the answers to questions with inverse scaling correspond to the level of 4-5 in two or more cases, then their reliability is considered as low.
Clearly positive answers to questions 6, 15, 16, 30, 33, 41, 50 indicate a high degree of probability that they are socially desirable. If there are more than two such answers, it is recommended not to count the results, but to offer to fill out the questionnaire again.
Groups of questions, the scores for answers to which should have a discrepancy of no more than 1 point (two or more discrepancies allow us to consider validity as low): 10–12, 18–22–25, 34–38–40–41, 39–45 , 43–44.

Distribution of questions by competence groups

Compliance with corporate values (questions 1-29, 43-50)

Customer focus - 11, 21, 26.
Loyalty to the company, patriotism - 16, 22, 47.
Orientation to the result, responsibility for it - 17, 20, 24, 49, 50.
Initiative - 23, 46, 48.
Adaptability, openness to new things - 27.
Independence and decision-making skills - 14, 29.
Understanding the business environment - 13, 19, 28, 44.
Resistance to procedures and detailed work - 15, 43.
Stress resistance - 25.
The desire for communication and communication skills with people in the company - 12, 18, 19, 45.

Management skills (questions 26-42)

Control current work - 30, 35, 41.
Team management - 28, 33, 34.
Planning - 27, 29, 39.
Training - 26, 32, 34, 38, 42.

Motivation - 31, 33, 34, 36, 37, 40.

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In some situations, it is required to quickly and accurately assess the personal and business qualities of an employee.

For example, for the second year in a company, an approved employee competency model has been in place, and the HR department was puzzled by the question: how to determine the dynamics of competency development compared to the previous year?

Or maybe for a while maternity leave head of the department, one of the talented specialists was appointed acting in his duties. At the same time, the results of the work of the department remained at an acceptable level, the pace of work did not change. A specialist inspired by the experience in a new position does not mind learning and moving to an adjacent department for leadership position. How to determine the level of development of qualities for the transition? How to get information about how managerial competencies acting - what worked, and what needs to be "pulled up"?

A long and successful sales manager wants to work with larger customers, expand the range of products sold. It is necessary to determine what qualities hinder moving forward, and what helps to fulfill the existing functionality. How to be?
Similar situations often arise in the workplace. To resolve them, there are many ways, methods of evaluation. In this article, we will consider one of them - the so-called 360-degree method.

The essence of the 360 degree method

The ideal tool for obtaining versatile additional information about the work behavior of an employee, close to an objective assessment of his qualities - this is a 360-degree method. As is known from geometry, 360 degrees is a trajectory describing a circle, which implies a comprehensive assessment not by one person, but by several, in relation to the assessed being in different statuses and relationships. Above - the direct supervisor, on the side - colleagues, partners, clients, below - subordinates. In the center - self-estimated. The evaluation process is reduced to obtaining information about the manifestation in the behavior of business and personal qualities of a person. The competencies of employees are usually assessed for the following purposes:
- definition of employee development zones;
- comparison of competencies for a certain period (month, quarter, year, etc.);
- identification of different opinions about the strengths and weaknesses of the employee;
- identifying the compliance of the employee's competencies with the required level, standards.

Advantages and Disadvantages of 360 Degree Evaluation

As practice shows, relying only on a 360-degree assessment to make serious personnel decisions is not worth it. This method cannot be called 100% objective, it does not allow assessing the quantitative indicators of work, the potential of an employee, his motivation for development. You can get real-time data, only "here and now".

Advantages of the method:
1. The method is enough simple in development, application and interpretation, it does not require third-party experts. You determine the list of evaluators yourself. The assessor does not need to have special professional and psychological knowledge. (But you should make sure that the qualities being assessed are understood in the same way by all participants in the assessment.) Knowing what exactly needs to be assessed, you can present the qualities in the form of a description, a list of behavioral indicators and create a questionnaire. How to prepare staff for an assessment, develop a methodology, conduct a procedure, provide feedback and draw conclusions, is easy to learn from a variety of open sources (HR portals, HR media, websites of specialized companies, etc.). If you are unsure, you can always practice by doing a small group assessment.

2. Diversity. You get a lot of additional information. For example, one can see a general trend in the development of the competencies of those being assessed, conduct a comprehensive comprehensive analysis of the results, and evaluate the attitude towards a person. The employee gets the opportunity to compare his opinion with the opinion of others - subordinates, colleagues, management, customers. This is very useful to identify low or high self-esteem.

3. visibility. The results can be presented not only in the form of a description, but also in the form of a table, graph, diagram, etc. Let's take an example.

Disadvantages (risks) of the method:

1. Subjectivity. It cannot be avoided, especially if people who communicate with each other are selected as evaluators, and the closer, the more subjective the assessment will be. Those who are disliked are underestimated, those who are sympathized with are overestimated (not necessarily consciously). Sometimes colleagues even fill out questionnaires together, confidentiality is not respected. It happens that people are afraid to put real marks, because the method does not imply anonymity. Clients and partners, as a rule, do not give low ratings, especially if they are chosen by the assessor himself.

Participation in the evaluation of a large number of appraisers does not always ensure its objectivity. Evaluation is influenced by personal relationships, the presence of conflicts or simply a competitive motive (when the evaluation is carried out in order to determine the best employees). These factors can be offset:
- together with the 360-degree method, use other methods that are not based on outside opinion;
- choose assessors with presumably different attitude to the evaluated: loyal, disloyal and neutral;
- ask to justify the high and low marks, leaving space for comments at the end of the questionnaire.

Example:

2. Ambiguity of wording in the questionnaire. The evaluated qualities should have an unambiguous interpretation and be understood by all participants in the process in the same way.

Take, for example, the competence "the ability to plan working time"A colleague believes that since the assessee carefully maintains a to-do list in Outlook, then he is doing well with planning, and gives a high mark. is often in a state of time trouble.The leader knows that the assessee carefully writes down the list of tasks in the program every morning, but, as a rule, does not adhere to the plan, takes on everything at once, gets distracted, etc. It turns out a high assessment in relation to planning "on paper", but low in the implementation of planning, as a result - average.

Now let's describe the competence "the ability to plan working time" as some kind of behavioral indicators, in particular:
- maintains a daily to-do list;
- knows how to prioritize, to separate important and urgent matters from "churn";
- adheres to the plan;
- analyzes the reasons for non-fulfillment of tasks.

If you work with this list, the assessment will be differentiated and accurate, weaknesses and areas for the development of the assessed will be visible.
Let's give a sheet for assessing the competence "loyalty to the company".

There is another trick - mix the qualities and competencies of the same order in the questionnaire. This makes processing more difficult, but increases reliability. Otherwise, when filling out a questionnaire, people read similar characteristics and automatically give the same marks. If different parameters are mixed, the rater will be less likely to try to remember what rating he gave to a similar description. Indeed, in practice, a hardworking, painstaking employee is perceived by us as productive, loyal, as customer-oriented, etc.

For example, a competency description of "results orientation" might contain the following indicators:
- evaluates its work according to the achieved result;
- shows perseverance in achieving goals and overcoming obstacles, failures do not "unsettle";
- knows how to work in a time deficit, effectively distributes working time with a large volume and a quick change of tasks;
- Gets the job done on time and finishes the job.

One employee completes tasks on time, but does not focus on the achieved result - he does not think about it, but focuses on speed. Another, having made a time-consuming analytical report on time, but having encountered difficulties, expended a lot of personal resources, constantly complained about the lack of time, creating unnecessary panic, emphasized the frightening volume and complexity of the work, and attracted attention. The evaluation of the parameters of the same competence "result orientation" of these two employees will be different, although both of them cope with their work.

And no numbers needed! Form a scale in the form of descriptions or in the form of an assessment accompanied by a description. If you want to get an assessment in the form of points, decode them, for example:

5 - the level of skill that allows you to show this quality in extremely difficult conditions, develop its standards and teach others;
4 - the level of extended experience, which allows you to show quality not only in standard, but also in difficult conditions;
3 - the level of basic experience that allows you to show quality in most work situations;
2 - the level of development, when business quality is not always manifested, but the employee already understands the importance of its manifestation and tries to develop it;
1 - quality is not shown.

And be sure to leave the "no information" field. In this case, the evaluator will not have the feeling of being driven into a choice.
3. Labor intensity. If you need to evaluate a large number of employees (more than ten), manually it is quite time consuming. To resolve this difficulty, try to automate the process as much as possible (for example, you can use Excel program). This will also reduce the risk of errors due to inattention.

Conclusions based on 360-degree evaluation

So, research using the 360-degree method includes:
- profile analysis (obtaining a profile of competencies in the form of a graph);
- matrix analysis (dividing the results on the scales of self-esteem and assessment of others into four zones: strengths, weaknesses, striving for strengths tending to the weak side);
- analysis of the difference between evaluation and self-esteem (in what way a person overestimates or underestimates himself);
- analysis of the difference between the actual behavior of the employee and the required;
- analysis professional qualities individually and collectively.

In addition, we will learn how the person being assessed is perceived by the immediate supervisor, colleagues and subordinates, and, having created a single idea of the "ideal", we will be able to rank the employee's competencies, including in terms of their relevance.

And the last thing: in order for the 360-degree assessment to be effective, provide feedback to the assessee in time: the results of the assessment can become the basis for developing individual plan development of an employee, perhaps he will even cope with this on his own.

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One of the common barriers to human development is the inability to look at oneself from the outside. Is it possible to effectively build a career and position yourself correctly if you do not understand how colleagues and managers see you? One of best practices in the world management and HR practice, which allows solving these problems, is the assessment of employees using the “360 degrees” method.

One of the common obstacles to human development is the inability to look at oneself from the outside. Is it possible to effectively build a career and position yourself correctly if you do not understand how colleagues and managers see you? One of the best methods in the world management and HR practice that allows you to solve these problems is the assessment of employees using the 360-degree method.

The 360-degree method is called so precisely because it allows you to evaluate an employee from all sides, “in a circle”. Ideally, the list of graders looks like this:

the employee himself, who grades himself according to specified criteria;
direct supervisor;
colleagues or other leaders;
subordinates (if any);
in some cases, clients who communicate with the person being assessed.

Let's take a closer look at the questionnaire.

Statement Questions
Of great importance is the correct wording of questions-statements (the questionnaire may also consist of closed questions, although it is statements that quite often represent a more universal and convenient form). They should cover the core competencies that are planned to be assessed. The more quality the company needs, the more questions about it should be included in the questionnaire. It is very important that they are understandable and do not use complex or ambiguous terms.

“Never, in any form, criticizes the decisions of the management and the strategy of the company”;
"Always ready to sacrifice his own interests for the common";
“Always takes the initiative, makes rationalization proposals”;
"Never gets annoyed, never shows negative emotions."

Thus, when formulating questions-statements, it is recommended to adhere to the following rules:

avoid complex terms and ambiguity;
use words that everyone understands;
avoid extremes (the exception is checking the sincerity and objectivity of the respondents).

Rating scale
You should definitely avoid the 5-point scale, because this leads to the manifestation of school-student stereotypes: 3 is bad, and 5 is good. It is impossible in a short time to sincerely believe that 3 is the norm (not perfect, but meets the requirements), and 5 is excellent (this rating is extremely rare). Therefore, it is recommended to move away from scores to descriptive characteristics altogether. In addition, it is worth using a scale in which there are no more than 6 points, since with more of them, the respondent may get confused.

The scale, which includes extreme options ("always" and "never"), allows you to increase the validity (reliability) of the answers.

Ensuring the validity of responses

Sincerity Scale

“Does not make mistakes even in small details”;
“He is never partial to people, he always avoids personal likes and dislikes”;
“Definitely positively perceives any decisions of management, etc..”

When such an answer occurs 1-2 times, it is worth reducing the estimated score by 1 unit, but if there are many such options, then this questionnaire should be excluded from the general analysis, since the reliability of the results is in question.

Shift questions

Some tend to choose predominantly the same responses for peer evaluation. Most often, this is not an average rating (“appears in about half of the cases”), but a stable choice of responses such as “always appears” or “appears in most cases”. Choosing this approach, the employee does not really think about the questions and answers formally. This can be avoided by including questions in the questionnaire, the best answer to which is “Never shows”.

It is worth warning employees about the presence of such "shifters", and this will increase the likelihood of correct answers.

Double questions

“Knows how to manage conflicts from a position of cooperation, that is, in such a way that all parties are in the maximum gain”;
“In a conflict, they usually do not seek to drag the situation in the direction of their interests.”

There is another type of questions of this type - close questions. Not being complete duplicates, they imply a gap in the answers of no more than 1 point, otherwise the result is assessed as low-reliable.

Survey-Based Decisions
It should be borne in mind that the assessment according to the “360 degrees” method is subjective in any case, therefore, it should not be considered as a tool for making administrative decisions - rewards, punishments, promotions, etc. In addition, if employees learn about such consequences of the assessment, then the answers will either overestimated because of the reluctance to “set up” colleagues, or underestimated in order to settle scores. In most foreign companies, where this practice came from, the 360-degree questionnaire serves as a tool for the employee's self-development or (less often) the subject of an analysis jointly with his manager.

Based on the results of the assessment, it is necessary to identify areas:

A - overestimated self-esteem in comparison with the assessment of others;
B - low self-esteem in comparison with the assessment of others;
B - high and low scores;
D - differences in the assessment of the same competencies among evaluators of different levels.

In cases A and B, you should find out from colleagues and managers the reason for the discrepancies. A likely conclusion is that a person cannot see himself from the outside. He should definitely initiate receiving feedback from others more often, compare behavior - his own and those people who are considered as a standard, that is, who have competencies that are significant for this company.
Situation B gives the most complete picture of the strengths and weaknesses of the employee. A big plus in this case is that a person can see himself from the side, understand how others around him react to him.

Here is an example of a questionnaire that was used in one of the companies (you should not consider it as universal, suitable for any organization). Try to test yourself and highlight:

competencies that are tested by this questionnaire;
questions related to the scale of sincerity;
flip questions;
questions (there may be 2 or more), the difference in the answers to which should not be more than 1 point (example of duplicate questions).

360 degree questionnaire (example)

Instructions for survey participants
Dear employee!
This survey will help your colleague (evaluated) to better understand their strengths and weaknesses, to see the potential for further growth and development. No incentives or punishments will be taken based on the results of the study. We guarantee anonymity and confidentiality. In this regard, we ask you to give the most truthful, frank and thoughtful answers. If, by the nature of interaction with this person, you do not see the manifestation of some aspects of behavior and cannot judge how he manifests himself in the situations described, please choose the answer: "I have no information." In addition, some of the questions suggest the answer “Always manifests” as the best option, and some - “Never manifests”. Be careful! There are also several questions, the answers to which will allow us to assess the reliability of the result; in case of low reliability, the questionnaire will have to be filled out again, which is undesirable.
The survey takes an average of 30 to 45 minutes. We recommend that you fill out the questionnaire immediately from beginning to end, without distraction. This way you can save time and increase the reliability of the results. You can be of great help to a colleague in understanding his strengths and weaknesses and planning for further development and growth. Thank you for your sincere answers!

	Question	Answers*
	Question
1	Able to make and defend unpopular decisions when necessary
2	In case of problems with the client, he solves them independently, strives to do it as quickly as possible
3	Understands that the effectiveness of the work of subordinates depends on their leader, strives to correct the situation and prevent its occurrence in the future
4	When justifying a decision, he considers both pluses and minuses, correctly calculates resources
5	Raises qualifications only when it is offered by management or the personnel development department
6	When setting priorities, he takes into account what is fundamentally important for the business and difficult to perform, therefore he strives to do this work himself, and delegates the rest to subordinates
7	When problems arise, he seeks to overcome them on his own, finds several solutions, knows how to justify the pros and cons of each of them
8	In case of prolonged stress, he is able to maintain a good mental shape
9	If a problem arises, first of all, it carefully analyzes the causes and finds those responsible for their elimination.
10	Colleagues and subordinates often turn to an employee for advice and help, they feel psychologically comfortable with him
11	In case of problems with the client due to the fault of other people or departments, he immediately redirects him to the culprit of the problem
12	In difficult situations, easily irritated, can be harsh in communication
13	Strives to obtain the most complete information about the market, related areas and effectively uses this data
14	Ability to work effectively in an environment of uncertainty
15	Does not make mistakes even in small details
16	Positively characterizes the company and its values in conversations with other people
17	Ability to admit mistakes and take responsibility for them
18	Never irritated, never shows negative emotions
19	Tries to find the same interests and common language with colleagues in solving joint problems
	Accepts responsibility for results
21	Demonstrates a desire to solve customer problems, takes responsibility in difficult situations
22	Never and in any form criticizes the decisions of the management and the strategy of the company
23	Does not welcome changes, prefers proven solutions, confirmed by long experience
24	Always ready to sacrifice his own interests for the common
25	Does not get lost in a stressful situation, seeks and finds solutions
26	If problems with the client arose due to the wrong actions of subordinates, he tries to involve them in the solution, teach them how to avoid such situations in the future
27	Proactive, adjusts the work of his unit in advance to changes in the company's strategies
28	Sees the relationship and interdependence of different departments and functions in the organization, understands its interests as a whole
29	Able to analyze opportunities, risks, as well as calculate and plan resources
30	Never seeks to drag the situation in the direction of his interests in a conflict
	Motivates people based on their results
32	He believes that employees should be professionals and clearly act within the framework of their duties, otherwise people should be parted
33	He is never partial to people, he always knows how to avoid personal likes and dislikes.
34	Able to identify and take into account the individuality of the subordinate in the interaction and motivation
35	Differs in a systematic approach, sees the interests of the organization as a whole and departments in particular
36	Performs mainly control functions, believes that censure and punishment are the most effective methods of working with people
37	Charismatic, uses the strength of his personality to motivate subordinates
38	Subordinates have made significant progress since this person joined the company
39	Forms staff in advance, correctly determines the need for employees
40	Set up to motivate staff, correctly chooses the ratio of encouragement and censure
41	Knows how to manage conflict from a position of cooperation, i.e. in such a way that all parties benefit as much as possible.
42	Organizes training and coaching of its employees, develops people
	Able to concentrate on the task, attentive to detail
44	Knows the external environment of the organization, competitors
45	Defends his position, if he considers the interlocutor's opinion to be wrong, tries to shorten the conversation
46	Shows initiative when the process really needs improvement
47	In behavior and decision-making takes into account the values of the company and its interests
48	Always shows initiative, makes rationalization proposals
49	Takes into account the interests of its own unit only, competes for resources
50	Strives to solve the problem as quickly and efficiently as possible, and not always on his own, but with the involvement of experts (if necessary)

* Answers:

- I have no information;
- always appears
- appears in most cases;
- appears in about half of the cases;
- appears rarely;
- never shows up.

Answers to the questionnaire (deciphering the types of questions and competencies)

Questions with reverse scaling: 2, 3, 8, 14, 19, 20, 36, 37, 46, 49. If the answers to the remaining questions are at the level of 4-5 points, then answers to questions of this type should be rated 1-2 points. If the answers to questions with inverse scaling correspond to the level of 4-5 in two or more cases, then their reliability is considered as low.
Clearly positive answers to questions 6, 15, 16, 30, 33, 41, 50 indicate a high degree of probability that they are socially desirable. If there are more than two such answers, it is recommended not to count the results, but to offer to fill out the questionnaire again.
Groups of questions, the scores for answers to which should have a discrepancy of no more than 1 point (two or more discrepancies allow us to consider validity as low): 10-12, 18-22-25, 34-38-40-41, 39-45 , 43-44.

Distribution of questions by competence groups

Compliance with corporate values (questions 1-29, 43-50)
1. Customer focus - 11, 21, 26.
2. Loyalty to the company, patriotism - 16, 22, 47.
3. Orientation to the result, responsibility for it - 17, 20, 24, 49, 50.
4. Initiative - 23, 46, 48.
5. Adaptability, openness to new things - 27.
6. Independence and decision-making skills - 14, 29.
7. Understanding the business environment - 13, 19, 28, 44.
8. Resistance to procedures and detailed work - 15, 43.
9. Stress resistance - 25.
10. The desire for communication and communication skills with people in the company - 12, 18, 19, 45.
Management skills (questions 26-42)
1. Current work management - 30, 35, 41.
2. Team management - 28, 33, 34.
3. Planning - 27, 29, 39.
4. Training - 26, 32, 34, 38, 42.
5. Motivation - 31, 33, 34, 36, 37, 40.

It might be useful to read:

In this work, the 360-degree method was used. The 360 ​​Degree Method: What do you need to know to conduct an effective assessment? Distribution by questions of competence groups

Chapter 1

1.1 Overview of systems, methods and techniques for personnel assessment

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

1.3 Employee feedback process

Chapter 2

2.1 Description of the study

2.2 Rating scores and significance of results

2.3. How were you evaluated

2.4 Competency results

2.5 Results by indicator

2.6 Strengths and weaknesses

Conclusion

List of used literature

concept

Purposes of application

Advantages and disadvantages

Features of the 360 ​​degree personnel assessment method

Stages

Risks

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

Common Mistakes

Example

BENEFITS 360 Degree CERTIFICATIONS

RECOMMENDATIONS FOR PREPARATION AND CONDUCT 360 Degree CERTIFICATIONS

What should be the form?

Questionnaire forms

360 Degree Assessment: Sample Questionnaire

Statement Questions

Rating scale

Ensuring the validity of responses

Shift questions

Double questions

360 degree questionnaire (example)

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360 degree questionnaire (example)

In this work, the 360-degree method was used. The 360 Degree Method: What do you need to know to conduct an effective assessment? Distribution by questions of competence groups

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

Features of the 360 degree personnel assessment method