360-Grad-Feedback
360-degree feedback, also known as multisource feedback or 360 review, is a comprehensive performance assessment method that collects feedback from various sources surrounding an individual within an organization.
This feedback provides a holistic view of the individual's performance, skills, and competencies from multiple perspectives.
Was ist ein 360-Grad-Feedback?
360-degree feedback, also known as multi-rater feedback, is a performance appraisal method that gathers feedback from various sources to provide a comprehensive view of an individual's skills and competencies.
The term "360 degrees" reflects the idea that feedback is collected from all around an employee, including peers, subordinates, supervisors, and sometimes even external stakeholders.
This feedback aims to offer a well-rounded and holistic perspective on an individual's performance, behavior, and effectiveness in the workplace.
Wie funktioniert das 360-Grad-Feedback?
360-degree feedback is a performance evaluation method where an individual receives input from multiple sources, including managers, peers, direct reports, and sometimes clients, along with a self-assessment.
The feedback is gathered through structured surveys that assess key competencies such as communication, leadership, and teamwork. Responses are often anonymous to ensure honesty and are compiled into a report that highlights strengths and areas for improvement.
This report is then reviewed with the employee to create a development plan, making the process a valuable tool for personal growth and performance enhancement within an employee award program or broader talent strategy.
Was sind die Bestandteile des 360-Grad-Feedbacks?
Hier sind die wichtigsten Komponenten des 360-Grad-Feedbacks:
- Self-assessment: The individual being assessed provides a self-evaluation, reflecting on their own strengths, weaknesses, and areas for improvement. This self-assessment serves as a baseline against which other feedback can be compared.
- Peer feedback: Colleagues and peers, who work alongside the individual, provide feedback on various aspects such as teamwork, communication, collaboration, and interpersonal skills. This input offers insights into how the individual interacts within the team.
- Subordinate feedback (if applicable): In a workplace where the individual manages or supervises others, feedback may be collected from subordinates. This can provide insights into leadership, communication, and managerial effectiveness.
- Feedback vom Vorgesetzten: Direkte Vorgesetzte oder Manager geben Feedback zu den Leistungen des Einzelnen, zu seinen arbeitsplatzspezifischen Fähigkeiten und zu seinem Gesamtbeitrag. Diese Perspektive ist wichtig, um zu verstehen, wie der Einzelne mit den Unternehmenszielen in Einklang steht.
- Kunden- oder Klientenfeedback (falls zutreffend): In einigen Fällen kann Feedback von externen Stakeholdern, wie z. B. Kunden, eingeholt werden. Diese externe Perspektive gibt Aufschluss darüber, wie sich die Handlungen und das Verhalten der Person auf Personen außerhalb des Unternehmens auswirken.
Was ist der Zweck des 360-Grad-Feedbacks?
The purpose of 360-degree feedback is multifaceted, aiming to provide a comprehensive and well-rounded assessment of an individual's performance and behaviors within an organization.
The key objectives and purposes of implementing 360-degree feedback include:
- Holistic assessment: Obtain a more comprehensive and holistic view of an individual's performance by collecting feedback from various sources, including peers, subordinates, supervisors, and other relevant stakeholders.
- Self-awareness: Foster self-awareness in individuals by comparing their self-assessment with feedback from others. This process helps individuals recognize their strengths, weaknesses, and areas for development.
- Developmental feedback: Provide constructive and developmental feedback to help individuals understand their performance from different perspectives. This information serves as a basis for creating personalized development plans.
- Blinde Flecken aufdecken: Blinde Flecken oder Verhaltensaspekte aufdecken, derer sich eine Person möglicherweise nicht bewusst ist. Feedback von Kollegen, Untergebenen und anderen Interessengruppen kann Einsichten offenbaren, die durch eine Selbsteinschätzung allein vielleicht nicht ersichtlich sind.
- Verbesserung von Kommunikation und Zusammenarbeit: Verbessern Sie die Kommunikation und Zusammenarbeit innerhalb von Teams, indem Sie Bereiche aufzeigen, in denen zwischenmenschliche Fähigkeiten, Teamwork und Zusammenarbeit verbessert werden können. Dadurch wird eine Kultur der offenen Kommunikation und gegenseitigen Unterstützung gefördert.
What are the advantages of 360 degree feedback at workplace?
Die Vorteile des 360-Grad-Feedbacks sind:
- Enhanced feedback from multiple sources: 360-degree feedback gathers insights from peers, managers, and colleagues, giving a well-rounded view of performance. It saves managers time and helps employees understand how they’re perceived, which is key for growth.
- Team development: 360-degree feedback strengthens teamwork by encouraging mutual accountability and better communication.
Team members often have clearer insight into each other’s contributions than managers. - Personal and organizational growth: The feedback process highlights both individual and organizational development needs.
It reveals barriers to collaboration and supports employee growth by focusing on key strengths - Career development responsibility: As employees take charge of their career paths, 360-degree feedback provides accurate, well-rounded input that supports personal growth and career advancement
- Reduced discrimination risk: By involving multiple raters, 360-degree feedback minimizes bias based on gender, race, or age.
It also reduces the “halo or horns” effect from managers’ recent impressions. - Improved customer service: Feedback from internal and external customers helps employees understand how their work affects service quality, leading to better reliability, responsiveness, and satisfaction
- Training needs assessment: 360-degree feedback identifies skill gaps across teams and roles, helping organizations plan effective training, upskilling, and cross-functional learning programs.
How to give 360-degree feedback?
360-degree feedback is a powerful tool used to evaluate an individual's performance from multiple perspectives, including peers, subordinates, supervisors, and even clients.
Here’s how to do it right:
- Understand the purpose: The primary aim of 360-degree feedback is to promote professional development through constructive input from multiple perspectives.
It’s not meant for judgment or evaluation but rather to highlight strengths, identify areas of improvement, and support continuous growth in a respectful and empowering way. - Use a clear framework: To keep feedback focused, structure it around key competencies such as communication, leadership, teamwork, accountability, and emotional intelligence.
Using a consistent framework ensures the feedback is relevant, measurable, and easy to act upon. - Collect feedback from multiple sources: Gather input from a mix of people the individual interacts with regularly, including managers, peers, direct reports, and, when relevant, clients.
Adding a self-assessment encourages reflection and comparison. Using a digital platform or survey tool can streamline this process and maintain anonymity where needed. - Be honest, specific, and balanced: Feedback should be clear and specific, highlighting both what the person does well and what can be improved.
Avoid vague comments and instead use real examples to support your points.
A balanced approach ensures the recipient is encouraged by their strengths while being aware of opportunities for growth. - Focus on behavior, not personality: Comment on observable actions and outcomes rather than personal traits.
This keeps the feedback constructive and easier to digest.
For example, say “completes projects on time and communicates updates clearly” instead of labeling someone as “responsible” without context. - Maintain confidentiality and sensitivity: Ensure the feedback process is handled professionally and with discretion.
Feedback should be shared privately and framed respectfully.
Anonymity and tactful delivery help build trust and make recipients more receptive to feedback. - Deliver feedback constructively: Start by acknowledging the person’s strengths, then discuss development areas in a solution-oriented way.
Use models like “Start-Stop-Continue” to organize your message and encourage an open dialogue.
The goal is to support—not overwhelm—the recipient. - Follow up with action plans: Feedback should lead to progress. Help the individual create clear development goals and suggest resources like mentoring or training.
Schedule follow-ups to track improvements and demonstrate that the organization values their growth.
Umfragen zum Puls der Mitarbeiter:
Es handelt sich um kurze Umfragen, die häufig verschickt werden können, um schnell zu erfahren, was Ihre Mitarbeiter über ein Thema denken. Die Umfrage umfasst weniger Fragen (nicht mehr als 10), um die Informationen schnell zu erhalten. Sie können in regelmäßigen Abständen durchgeführt werden (monatlich/wöchentlich/vierteljährlich).
Treffen unter vier Augen:
Regelmäßige, einstündige Treffen für ein informelles Gespräch mit jedem Teammitglied sind eine hervorragende Möglichkeit, ein echtes Gefühl dafür zu bekommen, was mit ihnen passiert. Da es sich um ein sicheres und privates Gespräch handelt, können Sie so mehr Details über ein Problem erfahren.
eNPS:
Der eNPS (Employee Net Promoter Score) ist eine der einfachsten, aber effektivsten Methoden, um die Meinung Ihrer Mitarbeiter über Ihr Unternehmen zu ermitteln. Er enthält eine interessante Frage, die die Loyalität misst. Ein Beispiel für eNPS-Fragen sind: Wie wahrscheinlich ist es, dass Sie unser Unternehmen weiter empfehlen? Die Mitarbeiter beantworten die eNPS-Umfrage auf einer Skala von 1 bis 10, wobei 10 bedeutet, dass sie das Unternehmen mit hoher Wahrscheinlichkeit weiterempfehlen würden, und 1 bedeutet, dass sie es mit hoher Wahrscheinlichkeit nicht weiterempfehlen würden.
Anhand der Antworten können die Arbeitnehmer in drei verschiedene Kategorien eingeteilt werden:
- Projektträger
Mitarbeiter, die positiv geantwortet oder zugestimmt haben. - Kritiker
Mitarbeiter, die sich negativ geäußert haben oder nicht einverstanden waren. - Passive
Mitarbeiter, die sich bei ihren Antworten neutral verhalten haben.
What are the challenges of implementing 360-degree feedback?
Here is what makes implementing 360-degree feedback challenging:
- Potential rater bias: Feedback may be influenced by personal opinions, leading to inaccurate or unbalanced assessments.
- Fear of judgment: Employees may feel anxious or defensive, especially if feedback is perceived as harsh or unclear.
- Miscommunication or misinterpretation: Without context or guidance, feedback can be misunderstood and may lead to confusion or conflict.
- Lack of action on feedback: Failing to follow up with development plans or coaching reduces the effectiveness of the entire process.
- Technical and administrative burden: Coordinating surveys, ensuring anonymity, and compiling data can be resource-intensive without proper tools.
- Resistance to feedback culture: If not handled with care, feedback programs can be met with skepticism or reluctance, especially in hierarchical or rigid cultures.
Was sind die besten Praktiken für 360-Grad-Feedback?
Die besten Praktiken für 360-Grad-Feedback:
- Engage relevant stakeholders: Involve decision-makers and participants early to ensure smooth implementation of the 360-degree feedback program and drive commitment to follow-up actions.
- Define success metrics: Set clear goals for the 360-degree feedback process, such as survey completion rates, development plan creation, and noticeable behavioral improvements.
- Create urgency and reward participation: Establish deadlines to keep the 360-degree feedback process on track. Offer small rewards to encourage timely and active participation.
- Plan follow-up actions: Ensure 360-degree feedback leads to improvement by encouraging employees to act on insights and setting up regular progress checks and support.
- Development vs. evaluation focus: Decide whether the goal is development or performance review. For development, allow employees to choose raters; for evaluation, use structured rater selection and integrate with performance systems.
- Integrate competencies and goals:Align 360-degree feedback with job-relevant competencies and organizational goals. Use existing competency frameworks to keep feedback focused and actionable.
How often should organizations conduct 360-degree feedback?
Below are some common approaches to determine how often it should be conducted:
- Annual or biannual cycles: Most companies conduct 360-degree feedback once or twice a year to align with performance reviews or development planning.
- Quarterly for leadership roles: For leadership or high-impact roles, quarterly reviews may be helpful for ongoing growth and real-time development tracking.
- Project-based feedback: Organizations may choose to conduct 360 feedback at the end of major projects to evaluate collaboration and contribution.
- Balanced frequency: Feedback should be frequent enough to remain relevant but spaced out enough to prevent fatigue or disengagement.
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