Research Paper: 360 Feedback Works Best When the Process Supports Development

Leanne E. Atwater · Joan F. Brett · Atira Cherise Charles · Human Resource Management · 2007 ·

The paper examined what organisations need to do to maximise the value of 360 feedback. The authors brought together findings from existing research and lessons from an intensive three-year study of 360 feedback in two organisations. The central message is that the value gained from 360 feedback depends on how the process is designed, introduced and followed through.

Key takeaways

• Purpose and context shape the process: The authors emphasised being clear about why 360 feedback is being used and how it fits with wider organisational goals and the current context.
• Development first: The authors recommend using 360 feedback purely for development when first introducing it into an organisation. Only once participants trust the process should organisations consider integrating it with performance management.
• Anonymity supports honest feedback: The authors identify rater anonymity as important for achieving honest feedback. They also stress that participants must trust that their report is confidential to them.
• Feedback needs facilitation: Simply giving participants a report is not enough. The evidence showed that without facilitated support to understand their results, identify development needs and set goals for behaviour change, participants don't get the full benefit of 360 feedback.
• Reactions affect what happens next: Leaders who reacted most negatively to their first report were rated worse a year later, while those who reacted positively improved. Introducing the process carefully and helping participants work through difficult feedback are therefore essential.
• Numbers are clearer than labels: Leaders found numeric scores more specific and useful than word labels such as “strength” or “development need”. Written comments work best alongside scores rather than in place of them.
• Follow-up matters: What happens after the report is distributed is critical. Leaders who discussed their feedback with their direct reports, or worked with a coach, improved more. Change is gradual, but when leaders improved their teams’ satisfaction and engagement improved too.

What This Means for Your 360 Process

The research points to three practical areas to consider when designing and implementing 360 feedback.

Get the foundations right

• Clarity of purpose: Be clear why you are running 360 feedback and what strategic value it should deliver. Our article Strategic Uses of 360 Degree Feedback outlines four common strategic fits. If building feedback maturity is part of the aim, design the process to support it.
• Start with the end in mind: If 360 feedback will eventually feed into performance management, start with development only and build trust before making that link.
• Choose the right moment: Avoid launching 360 feedback during restructuring or downsizing, when trust is likely to be low.

Further Reading

People’s attitudes towards 360 feedback have a significant impact on how successful it is, so everyone involved needs to understand why it is being run and have their concerns addressed. Participants need to know the purpose, who selects respondents and who will see the results. Respondents need to know the purpose, how to give useful and balanced feedback and how their anonymity will be protected.

These articles offer practical guidance:

• How to Give Balanced (Strengths and Weaknesses) 360 Feedback
• How to Give Great 360 Feedback
• How to Run an Effective Participant 360 Feedback Kick-Off Session
• The Best Way to Engage 360 Feedback Respondents

Support participants to turn feedback into improvement

Our experience aligns with the research. Most participants lack the feedback maturity or development experience to draw meaningful conclusions from their report, turn them into practical actions and follow through. Support matters most at two points. The first is straight after the report is received, when first reactions shape whether people improve. The second is afterwards, when discussing the feedback with their direct reports helps turn insight into change.

Our 360 Feedback Coaching Guide: How to Coach 360 Feedback Reports Effectively provides a framework for this. An outline of the Lumus360 coaching service can be seen here.