Several approaches to the actual 360 degree feedback instrument are currently used. Some organizations develop their own 360 degree feedback instrument based on competencies, requirements, and other specific actions desired from employees in the organization.

Other organizations use off-the-shelf products for 360 degree feedback. Some of these 360 degree feedback products are paper and pencil surveys. Others are Web-based. Some are customizable; some are one-size-suits-all. I must admit a bias toward surveys that you can customize for your organization even though you then lack the comparisons across other organizations.

There are also advantages to software or Web-based surveys as employee worries about the confidentiality of their answers (e.g. someone will recognize my handwriting) disappear. Additionally, data entry is eliminated, analysis is more sophisticated, and organizations can look at overall trends. I see no reason to use anything but an online survey in our electronic age.

For Fortune 1000 companies who use 360 degree feedback as a routine part of their organizational and individual development planning process, customized assessment instruments are the norm. Custom instruments allow close alignment of individual and organizational development, and tracking and accountability along strategic lines.

Applications Service Providers or ASPs, specializing in Web-based, 360 feedback, individual and organizational development planning, and performance review and appraisal, now routinely build organization-specific strategic goals, values and initiatives into assessment instruments.

By customizing assessments, organizations build formative rather than summative assessment models. Formative instruments measure behaviors and competencies that are in line with organizational needs and target for development those that are not.

In addition, “form” based assessments can involve scanning and compiling to derive reports that are mailed or printed and then delivered to associates participating in the process. In some cases, form-based systems that utilize email are nothing more than chain email systems with very little autonomy and no tracking and accountability.

Just about any system that uses a computer will claim to be “Web-enabled.” However, true Web-based systems involve a secure central server where all data is collected and processing is dynamic. Assessment project accountability, tracking, and reporting, as well as notification and training, should all be totally automated and can be completely paperless.

State-of-the-art, Internet-based systems are linked to existing HRIS systems. Some even have wireless applications for associates who are in the field or do not have daily access to PCs with standard Web browsers.

Another standard of true Web-based 360 feedback is the integration of feedback results into the workforce. Individual development plans are built into some systems allowing associates to invite coaches and mentors to access their feedback information. This allows a “virtual meeting place” for coaches and mentors to provide valuable input to individual development planning goals.

Probably the most significant difference between paper and pencil systems and Web-based systems is the ability to do dynamic ad-hoc reporting of organizational profile data. While past 360s provided individual reporting, most Internet-based systems allow statistical analysis of data results. Data can be reported geographically, organizationally, and ad-hoc to build custom organizational profiles. These organizational profiles provide a demographic map to an organization’s behaviors and/or competencies.

Other benefits of Web-enabled multirater assessment include the ability to:

For the most part, true Web-enabled 360 systems are more organization friendly and less of a consultant-driven process and make for a much easier relationship between the individual development process and the organization’s developmental needs.