Importance of 360 Degree Feedback
In today’s competitive business world, the use of 360 degree feedback
surveys is growing at a very fast rate. This kind of multi rater system provides in depth evaluation of the employees behavior and performance.
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The 360 degree feedback system
differs significantly from the traditional performance evaluation or appraisal methods as this gather comprehensive feedback from various sources such as managers, colleagues, stakeholders, peers and supervisors.
It gives a more rounded evaluation of the performance and behavior of the employees and offers valuable insight while unveiling areas for improvement. Also, this kind of evaluation method is ideal to assess the leadership qualities and how the leaders and managers are perceived by the employees. Thus, 360 feedback is an efficient method to forge growth and development in the organization.
With the increasing popularity of this evaluation system, specialized survey software is designed and developed by the psychological experts to carry out performance evaluation in the business organizations. Surveys when conducted in this way are efficient, effective and anonymous.
Besides, it is very important to efficiently design the questionnaire which include open ended questions as to facilitate honest and open suggestions and comments and must also include close ended questions for quantitative ratings. Also, you can include a range of competencies that can even be customized as per the nature of your business and desirable traits.
This means 360 degree feedback questionnaire can be completely customized as per your style and brand and the desired competencies which you wish to include.
Thus,
360 degree feedback
is not just a performance evaluation method but it is a consistent development project which allows the employees to know about their weaknesses and strengths and figure out ways to work upon these. This evaluation method helps the organizations to acknowledge training and development needs and also boost up the morale of employees.
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