The Managers’ Corner:

Obtaining information from a variety of sources is key to making an informed decision on candidates for a managerial position.  The 360-degree feedback mechanism is one of the best vehicles for doing just that.  It may take a little time to prepare the forms that can be used, but once they are prepared, they can be used again and again with easy-to-make changes.

Essentially the feedback loop form is designed using the criteria in the job description and the job advertisement.  It simply asks respondents to rate a candidate on a four-point scale on the competencies associated with the position applied for and, where possible and appropriate, to add comments that support the numerical ratings. It is not complex, and it does not have to be lengthy.

The targets for the completion of form should include the candidate’s supervisor, colleagues at the same level and subordinates if the candidate was responsible for some staff.  This is the genesis of the term ‘360-degree” which means that candidate is being looked at from the top, from the bottom and from the side in metaphorical terms.

Clearly the candidate is the best person to identify recipients of the feedback mechanism though it is entirely appropriate for the hiring organization to put some structures around choice.  The best way to do that is simply to do so by position i.e. “It is expected that the candidate’s supervisor will be included in the list of the recipients of the survey.”  Of course, if candidates do not want the current employer to know about the application, other arrangements have to be made i.e. a supervisor in a former organization, etc.   In addition, while the position of the respondent is important, so is the capacity of the respondent to know enough about the candidate’s performance on the job to make a reasonable data-based judgement.

In terms of protocols surrounding the use of the 360-degree mechanism, here are some suggestions:

1. Identify the number of respondents deemed to be sufficient. Three to five respondents may be a good reference point.  (Candidate in conference with the chair of the interview team)
2. Prepare in advance for the candidate’s use a letter or e-mail explaining the process and the dimensions surrounding the confidentiality issue i.e. the responses will be sent to the chair of the selection team or to a third party to collate the data. The actual return forms will be destroyed and the candidates themselves will not see any of the responses (though they could see an edited summary) and no comment that could be used to identify the respondent would be reported in other than generic terms i.e. “A response noted that the candidate was extremely calm under pressure,”or “Meeting deadlines was sometimes and issue.” (Chair of the interview team)
3. Ensure the candidate has secured the commitment of the respondent to complete the form and send it in to the organization without the candidate seeing it.(Candidate)
4. Collate the results for triangulation with the interview and other data sources. (Chair of the interview team)

As a final caveat Bendel Services, which strongly supports the use of the 360-degree feedback mechanism, is very cognizant of its potential for difficulties in some working environments.  Union contracts may prevent its use or in the case of the teaching profession, for instance, there are formal pronouncements about how reporting on a colleague must be handled.  Still, in the right organization, the 360-degree feedback mechanism which would negate the need for reference checks or third-party interviews, is something you may want to consider for managerial positions.  It’s efficient to implement; it can be very revealing; and it’s an excellent vehicle for triangulation of data from other, more conventional, sources.

Please contact us if you are interested in trying out the technique.  We can help you put it into place quickly and easily.

Dr. Dan

Check out our Individual Coaching for Managers on Getting Feedback on Yourself.  The 360-degree feedback mechanism is a very informative way of learning about how others see you – co-workers and subordinates.