By definition, 360° review means to understand the performance of employees through different subjects such as themselves, superiors, subordinates, colleagues and customers, and to comment on the opinions of various parties, so that employees themselves are clear about their strengths and weaknesses and achieve the purpose of improving or improving.
The advantage of the 360° review is that it is a relatively rigorous research process that allows for more relevant information to be gathered in order to make more comprehensive and relatively objective judgements. It can be used in scenarios such as year-end staff appraisals, annual reviews of middle and senior management, learning and development, succession , and talent review, as well as in corporate governance scenarios such as process grooming and mechanism audits.
aTalent points out that the disadvantages of 360° assessments in practice are twofold.
(i) The influence of subjective emotional factors of the participants cannot be excluded: for example, when used for annual employee appraisals, negative feedback in the results of a 360° review of an employee is considered reasonable, but if it is all positive, it may provide insight into the relationship between the participant and the person being assessed and thus reduce credibility.
(ii) Selection of participants: usually from realistic management structures, or from job descriptions, resulting in 360° review results that correlate with the participants that should be present in the actual job.
According to aTalent, the correct way to use 360° review is to find the participants of the 360° appraisal according to the actual workflow: superiors, i.e. those who give tasks to the appraisee and give resource allocation and work guidance, and whose task completion will have a direct impact on them; subordinates, i.e. those to whom the appraisee can assign tasks and give work guidance; peers, i.e. those who have an input and output relationship with the business; and Customers, i.e. people who give other support to the appraisee during the appraisal cycle, or who will be indirectly affected by the appraisee’s performance.
Finally, it is still the same: the method of spirituality depends on what exactly the business has to solve.
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