Over last few months, I facilitated
360 degree feedback process for a few employees.
They have now received feedback reports
and have undergone report debriefing sessions. While some of them seem to have
accepted feedback & sound committed to working on them, some other seem compliant
& a bit skeptical.
I´ve been thinking - ´As a 360 degree process
facilitator, what are things I should/should not focus on?´.
· Why does an employee want to undergo a 360
degree process? In this case, the manager
had suggested process to employees. I realized employees were enthusiastic,
neutral, or skeptical about undergoing process. I wondered ´Did manager commit a mistake by asking
his employees to undergo process? Can these conditions lead to ownership of
development process by employee?´ I don´t think manager committed a mistake by
suggesting/recommending process. Necessary condition is that the employee feels
need for undergoing the process. How we
get to that state is immaterial.
· When might it be useful for an employee to
undergo a 360 degree process? I think an
employee might consider undergoing the process after s/he has spent reasonable
time (probably about a year) in a 'new stakeholder network'. This new
stakeholder network might arise out of a role change, change in external
stakeholder groups, etc.
· What is feedback used for? If feedback will be used
for performance/career decisions, then state it so. If it used for development
decisions, then state it so. In either case, follow principle in letter and
spirit. 360 degree process becomes dysfunctional when there is divergence between
stated intent and actual practice. In previous case, an employee works on
feedback because his career is at stake. In later case s/he works on feedback
because s/he feels ownership for what´s expressed. Later case is preferred
(there would be less ´forced performance´) but either case can bring about
movement.
· Who do we take feedback from? Do we choose only
those who are like us (& hence might like us)? Are we willing to take risk
to reach out to those who may be neutral about us too?
· How do we deal with feedback? One frame of
reference to look at feedback from is 'How are our actions being
interpreted/perceived?´. In this frame, how our actions are interpreted matters
more than our actions. Do we have control on way our actions are interpreted? I
am not sure of that. But I do think we need to take responsibility for way our
actions are interpreted. When we start
thinking about our actions and intentions, defenses might rise up. Under such
circumstance, accepting feedback and working on same becomes difficult.
· An employee signed up for 360 degree process,
got his report, and underwent debriefing session too. What next? Where does
process go from here? I think it is about whether employee is creating a development
plan that has buy in of his superior (where would resources come from?)and is committing
to any actions around same. If these two
things are happening, feedback process is possibly producing its outcome.
Have you experienced a 360 degree
process? How was your experience like? What works and what does not?
-
Sourav
