5 Points to Clarify with Participants Before a 360 Survey

Before implementing a 360 feedback survey in your organization, be sure to enlighten all participants and evaluators on what to expect from the process. Here are five questions to answer before you hit send to forward 360 surveys to your managers:

1. Who participates in the 360 feedback process (and why)? 360 surveys are usually administered in groups. In most organizations, the process starts with senior management, then with directors, then group managers and so on downwards. Explain your prioritization approach and who will participate from the beginning. This way, they won't feel singled out when the 360 survey shows up in their mailbox. In addition, let them know that this is for their leadership development (more on this later).
2. Who will choose the evaluators? It is best to let the participant, i.e. the person receiving the feedback, choose their own evaluators (manager, colleagues, subordinates, etc.). The participant's manager and/or HR department can review this list and make any necessary changes. Participants who choose their own evaluators take ownership of the feedback process as they know they have a say in who they involve in the process.
3. Who will see the report (confidentiality)? Think of it this way. You think that only you will see the results, but you find out that your report is shared with the HR department, your manager and your manager's manager. This adds considerable and unexpected burden to the process for the individual. If you are using 360 surveys for the first time, we recommend sending the report only to the respondent and the person who will interpret the results. If others will see the report, share this information from the beginning of the process.
4. Who will interpret the results with me? For every 360 feedback participant, the results should be interpreted one-on-one. This can be done by a trained HR expert from within the organization, by an independent executive coach, or by a manager or employee who is competent in 360. This makes it easier for the individual to digest the results and create an action plan. Be sure to make it clear who will interpret the results and when.
5. What am I expected to do after receiving my report?
   Participants should create a personal action plan and share it with their manager. Even if the manager has not seen the individual's report, this adds an element of accountability to the process. The benefit is that the individual gains awareness of the effectiveness of their leadership and focuses on one or two areas where they can improve. Some organizations combine these goals with the manager's performance objectives.

The best way to answer these questions is to have a 30-minute debrief with the participants from the beginning. In addition to answering these questions, I share the survey questions and a sample report on how the results are displayed. Explain the process. Let people know how to fill out the survey, who to work with, the timeline and desired outcomes. Talk about confidentiality and how evaluator responses are grouped to protect it.

Getting the expectations right from the beginning ensures that participants approach the process with more openness and have a positive development experience.