Many organizations have different methods for assessing employees’ performance. Are you considering if you should ditch the annual review model and use another type of performance review model? One concept to consider is a 360-degree performance review. This performance review allows extensive feedback and not just the managers’ feedback. If done correctly, it can render insightful results, thus improving overall employee engagement. It’s an intensive type of assessment which involves collating a lot of data, which is purely subjective. This performance review allows employees to receive performance feedback not only from their managers but also from colleagues, vendor customers, among other people in the organization. If they are shying away from using 360 performance due to post about mangled performance reviews, here are a few tips on how to make it work for you.
1. Don’t evaluate jobs, evaluate how it’s done:
To make 360 reviews work for you, you need to assess staff based on how they make their career within the organization and not based on the outcome. Assessing how jobs get done reflects the amount of effort used to get work done. You need to identify the core skills and competencies that you would like the employees to own and access them accordingly.
2. Constructive criticism is key:
The purpose of 360 reviews is to aid staff members to grow in their career. Criticism is a vital part of a performance review which shouldn’t be taken lightly. If poorly handled it’s one of the places where performance review tends to go wrong. Each employee is entitled to their own opinion. However, before beginning the review process, lay down the ground rules on what counts as fair criticism and what doesn’t.
3. Review regularly:
To make 360-degree performance reviews work, you need to review your employees’ work often. Considering staff less frequently makes them assume that their work doesn’t need improvement or the organization is happy with the current productivity. This review enables you to where things are not as per with organizational goals and objectives often.
4. Give supportive end review:
Performance reviews can lead to the achievement of the organizational goals. However, it possesses a potential danger of disengagement in staff members. It’s your duty as a manager to become supportive and helpful despite the result of the performance review. For this review to become effective in your organization, you need to come together with your employees to hash out a plan on an agreement that’s beneficial and motivating. This will make the employees work better as it will make them not feel demoralized or hurt
5. Managers shouldn’t be exempted from the review:
Nobody is exempt from the analysis. High-level executives, managers, and CEOs are part of the organization. They offer their input and work towards achieving the organizational goals and objectives. If they don’t get a performance review, it’s had to know they understand how to lead people better.
While using this review model, be aware that it has potential risks. It’s basically about gathering opinions which doesn’t equate to reliable data. It’s less detailed than the supervisor’s feedback and its gamed-the more consequential the input the more a problem is likely to arise. However, it can help people become more aware of undesirable behavior patterns if grievances are that have nothing to do with work performance don’t enter the process. Despite the downsize, there are some upsides to consider. The tips stated above one can make 360-degree performance reviews work for their organization.