Full Review: 360 Degree Personnel Assessment Method. Personnel assessment according to the 360-degree method 360-degree method on the example of an organization

To begin with, according to tradition, a little theory

"360 Degrees" is a monitoring technique for assessing personnel, which consists in determining how an employee corresponds to the position held using his internal reflection, as well as a survey of the employee's working environment. Appearing at the end of the 20th century, "360 degrees" gained wide popularity. The reason for this is high efficiency, because an individual employee is evaluated by a whole group - managers, subordinates, ordinary employees and, of course, himself. Thus, we get a detailed description of a person, which serves as a basis for further organizational decisions.

So, before starting a detailed analysis, we note that this technique is not applicable in all companies and teams. The dominance of an authoritarian management style, the lack of traditions of group work, the low level of labor (let me say, non-corporate) culture and the general distance of employees from each other make the use of "360 degrees" meaningless. In other cases, its use is more than justified.

For more clarity, let's look at a specific example.

So, a survey was conducted among employees of one IT company engaged in the development of mobile applications.

The tasks to be solved were as follows:

determining the degree of effectiveness of the development team;
the true level of their competence;
the need for additional training for individual team members.

At the first stage, the survey toolkit was developed

And here there is the following feature of this method - the relative uniqueness of the finished toolkit. Do not make a common mistake, do not be lazy, do not download “ready-made” questionnaires for “360 degrees” from the Web, because, firstly, they do not reflect the specifics of a particular company, and secondly, the data obtained with their help is superficial and are not very informative for you; thirdly, it is quite difficult to make organizational decisions based on general data. Therefore, create questionnaires on your own, laying in them the specifics of your activity and your company, or seek help from specialists to achieve maximum research efficiency.

To obtain adequate results, the questionnaire is compiled not only for a specific company, but also for a specific position. Thus, there is a consideration of professional duties and the role that the employee performs in the organization. The structure of the questionnaire (but not the specific content) usually consists of the following thematic blocks (competencies):

general competence, including:
1. 1. professionalism (basic knowledge and experience in a particular field);
2. 2. managerial block (optional for managerial positions; ability to manage a led team);
communicative competence (communication skills within the team);
customer focus (optional for relevant positions; basic skills for interacting with customers);
efficiency and quality of work (efficiency in achieving the set goals and quality of the result);
development orientation (the ability to learn new things and learn from mistakes);
leadership (initiative and leadership qualities);
teamwork (focus on the team and dedication to the company).

It is worth noting that the number of questions in each competence depends in direct proportion to the significance for a particular position. So, for example, blocks of professionalism or work efficiency for an ordinary programmer-developer (in the case of a team from our example) will contain more questions than the categories of leadership or communication, and such indicators as customer focus or managerial skills will, in principle, be irrelevant for this positions.

When writing questions directly, you must adhere to a few simple rules: avoid complex terms and ambiguous wording, use understandable words and do not include questions with extreme wording. Let's stop a little on the last point. In fact, the questionnaire "360 degrees" is a list of situations that arise during the work process and the interaction of employees. And any real social situation can have several outcomes. Therefore, you should not include absolute wording in the questionnaire, such as "Always puts the interests of the company in the forefront" or "Never shows his irritation to subordinates." In the case of our example, you should not include terms from the field of computer science in the questions, and not because they are unknown to the employee (this is a complete order), but because they load the sentence, making it difficult to understand and drawing attention from the evaluated criterion to themselves. More suitable are such formulations as “Distinguished by a systematic approach in the performance of work”, “With high frequency increases the level of their knowledge and skills”, “Ready to provide assistance to colleagues in a timely manner”.

If we touched on the topic of questions, then it is necessary to say about the rating scale - a direct tool for translating an individual opinion into a unit suitable for further analysis. Many practitioners of this technique have unequivocally recognized the fact that it is necessary to avoid using the standard 5-point scale, because. its gradations are strongly stereotyped in our minds, and during the survey it is simply impossible to change the person’s attitude from “3 is satisfactory, and 5 is excellent” to “3 is normal, 5 is excellent, but very rarely”. The use of scales with a higher gradation, for example, seven- or nine-point scales, is also not recommended due to their different interpretation by survey participants. The most acceptable option is the transition from a numerical to a descriptive scale. In relation to our survey of a team of programmers, such a scale looked like this:

almost never;
almost always.

A separate mandatory item is the option “I have no information”. It is necessary to improve the quality of the data obtained by screening out those who do not see the manifestations of the competencies of the assessed employees. Naturally, this option is not taken into account when calculating the average scores.

Another problematic area of "360 degrees" is ensuring the reliability of the answers, because the desire of employees to overestimate points for themselves and others is almost inexhaustible. Therefore, it is worth being familiar with the means of combating this phenomenon. The first of these is the so-called scale of sincerity. Let's take a simple example. If an employee gives “extreme” answers to such judgments as “Does not make mistakes in work”, “He has a positive attitude to any decisions of his superiors”: “almost never”, “almost always”, then with a high degree of probability he is insincere or superficially fills questionnaire. If there are quite a lot of such answers, then the questionnaire is simply excluded from the general analysis. Another way to fight for authenticity is the technique of "questions-shifters". In this case, from question to question there is a polar change in the scale. In the case of our programmers, it looked like this:

Distinguished by a systematic approach to work

almost never;
in some situations, rarely;
in about half of the situations;
in most cases, often;
almost always;
I don't have information.

The tasks are solved qualitatively and efficiently

almost always;
in most cases, often;
in about half of the situations;
in some situations, rarely;
almost never;
I don't have information.

Warned about such a design of the questionnaire, the employee is more attentive to filling out the questionnaire and thoughtfully reads both the questions themselves and the scale of answers to them. Another means of fighting for reliability can be double questions. Their mechanism is extremely simple. There are several questions with different verbal formulations, but one semantic content. In the case of a team of programmers, an example would be: "Tries to take the initiative", "To the extent possible, makes new suggestions and ideas." Thus, in the case of a cardinal divergence of answers to such questions, it is quite easy to isolate a lie.

After the questionnaire is successfully completed, the next stage begins - a direct survey of employees

It is also important here not to make a big mistake that can negate the entire study. It is necessary to maintain a balance between the anonymity of the assessment and the transparency of the procedure itself. At first glance, it seems that this is impossible, however, it is not. The principle of publicity lies in the fact that all employees are announced about the conduct of the relevant survey, its objectives, mechanism, as well as the criteria by which they will be evaluated are explained in detail. In no case should you try to conduct a "360 degrees" covertly (as some believe for more objective results). Such a practice will bring the opposite, negative effect. Spreading through informal communication channels among employees, this information will cause a surge of distrust in the management and worsen the overall atmosphere in the team. Therefore, it is better to announce the upcoming testing publicly, at general meetings. Anonymity is ensured by a kind of "isolation" of the assessor from the assessed. Handing out questionnaires to fill out in the office, polling at the end of the meeting - these are all wrong approaches. Being close to the object of evaluation, the employee experiences some psychological discomfort, therefore, becomes insincere and overestimates. Therefore, it is necessary to eliminate sources of direct or indirect influence on the person completing the questionnaire. This is where modern technology comes to the rescue. Experts in the survey environment currently recommend creating questionnaires in electronic format and distributing them using e-mail newsletters or special online survey services (for example, the Questioner), where the procedures for creating tools, mailing, storing and presenting primary data are presented in a complex manner. In the case of a study of a group of programmers, this option is simply ideal, because represents a familiar environment for them. Automation of the system makes it possible to increase the sincerity and reliability of the data obtained by several times: the respondent can fill out the questionnaire at a convenient time, away from prying eyes, while the answers are hidden from third parties, therefore, information leakage is unlikely.

There are two types of capital in every company - people and money. Both must be preserved, multiplied and used wisely. It will help to understand how strong the working chain is, what are its strong and weak links. 360 degree personnel assessment method. It allows you to take a broader look at the team, find out what the motivation of employees is and how much they are involved in the common cause. The evaluation system allowed our company to start personnel changes and maintain healthy competition among employees.

What is the essence and advantages of the 360-degree method

In 95% of companies, the staff is evaluated by the head and his deputy. The result is one-sided information about an employee who, due to the subjectivity of the view “from above”, finds it difficult to change something in his professional activities and behavior at work. The manager cannot always fully immerse himself in the life of the team and analyze how the employees behave, whether they understand the tasks set correctly, who deserves a promotion, and who should be sent for training. The 360-degree methodology helps to define the focus of the assessment and allows superiors to get a detailed portrait of each subordinate.

Best Article of the Month

If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

The essence of the method. The team forms an opinion about each person based on the competencies specified in the questionnaire. Employees evaluate not only each other, but also themselves. In addition, the assessment is necessarily given by the management. So you can understand how the employee looks in the eyes of colleagues and subordinates.

Advantages. The 360 Degree Assessment System has four main advantages:

objectivity (different points of view are taken into account);
simplicity (the questionnaire can be adapted to any company);
cost-effectiveness (outside specialists are not involved);
anonymity (employees are not afraid to express their opinion).

Example. Our company has two managing partners: me and Giulio D'Erme. We always thought that I was the tougher boss and Giulio was the calm and gentle one. This is how they presented themselves in the eyes of employees. However, after a 360-degree assessment, it turned out that most of the company's employees think the opposite. So we are faced with the difference between self-esteem and the opinions of others. Assessment algorithm

The method has no clear instructions. On the Internet, you can find a lot of templates and examples of how different firms have carried out assessments and what results they have achieved. We analyzed various sources and compiled our work plan using the 360-degree method.

Periodicity. We evaluate every six months. This is the optimal period for which employees are able to work on shortcomings and improve skills. In addition, it is convenient for us to monitor the situation in the team every six months.

Who participates in the survey. In our case, the participants in the assessment are the entire staff of the company, including heads of departments and founders. So that everyone can safely evaluate colleagues without prejudice to work, we allocate a week for the entire evaluation process.

The method of collecting information. For us, the preferred option for surveying is in an online format. It's fast, convenient and anonymous.

Competency models and questionnaires. Since the company has more than 150 employees, it was immediately clear that one or two questionnaires would not be enough. In total, three groups of competencies were identified: corporate (common for everyone), professional (for each department) and managerial (for department heads). Each block has a list of related questions.

Date of first evaluation. We take a month to prepare thoroughly. Based on this, we plan a start date for the assessment.

Who evaluates whom. Employees evaluate each other based on professional competencies: managers - subordinates, employees - colleagues from the department and themselves. Managers and founders of the company must receive an assessment of their managerial competencies. Next, the heads of departments evaluate their own subordinates, heads of other departments, the founders of the company and themselves. In the final, a cross-evaluation between departments is carried out.

How is the evaluation. We start evaluation on Monday. The HR department sends emails to all staff with links to the SurveyMonkey electronic platform, where we pre-post questionnaires. In total, 11 questionnaires were obtained: one - to assess the managerial competencies of managers, the second - to assess corporate competencies as part of a general cross-assessment between departments, the remaining nine - to assess professional competencies within each department.

Thanks to the online format of the survey, employees fill out questionnaires from mobile phones, computers or corporate tablets, which we issue if necessary. There are dozens of questionnaires per person, because an employee is evaluated according to corporate and professional competencies. We give at least four days for evaluation by colleagues and management of our department. Inside such a cell, interaction is closer, because people who “sit opposite” know each other much better. Because of this, the objectivity of the assessment of a single employee is growing. And that is why their own questionnaires are used for evaluation within the department.

Then a cross-evaluation between departments takes place within three days. At this stage, employees from different departments evaluate each other on common competencies and answer questions regarding teamwork. We set such deadlines because the schedules of employees are different: someone has a five-day period, someone works in shifts. After a week, the survey on the electronic platform is automatically closed. The next two or three days, the HR department uploads the data, analyzes the results, and compiles spreadsheets in Excel for each employee who participated in the survey. From start to finish - two weeks.

What to include in the questionnaire

To draw up a questionnaire, it is necessary to decide what professional and personal qualities of employees will be evaluated. For example, the assessment of corporate competencies involves questions about communication skills, initiative, time management, resistance to criticism and stress. For each type of competence, we made up from 10 to 16 evaluation statements. Moreover, almost every statement begins with a verb: for example, "Proposes new ideas and implements them" or "Completes tasks on time, meeting deadlines." For evaluation, it is better to use a ten-point scale. The five-point system can lead to the manifestation of school stereotypes.

How to Prepare Employees for 360 Degree Assessments

Any certification and assessment is stressful for people: remember a school or an institute. Therefore, a few days before testing, talk with the entire team or with the staff of each department. Talk about confidentiality, promise that no one will know who gave what rating to whom and why. Convince employees that this event will have a positive effect on the atmosphere in the team and on motivation. It is important to convey to subordinates that the assessment is carried out for themselves, so you need to answer as honestly as possible. Also, employees should understand that the results of the assessment will not affect their salary and will not cause sudden changes in the team.

How to evaluate results

For each employee we form a table with the results (table) on the basis of which we analyze competencies. The performance of employees is first studied by department heads, then by the CEO and founders of the company. We always listen to the opinion of colleagues and give our assessments after all the comments. First, we look at each questionnaire separately, then - groups of questionnaires of employees from different departments. For example, if an employee has been with the company for a long time, we compare current indicators with last year. Since the results of previous assessments are kept in the public domain, employees and their managers can track the positive or negative dynamics for a specific period.

Thus, you can always open a spreadsheet with an employee's ratings and compare the numbers for different periods of time. It is important to note that the indicators depend on the position and the set of competencies that were subject to assessment. For example, for a sushif, teamwork should be a priority, while for a marketing director this is not the main indicator. Always pay attention to the key competencies on the basis of which conclusions are drawn about the professionalism and performance of the employee. Sometimes only one figure can be decisive, and not the arithmetic mean. Consider the results of the assessment of the marketing director (table).

The average score for all competencies of a marketing director is 8.6. Self-esteem - 7.9. Values from 7 and above are considered positive. But each indicator must be considered separately. For example, we see that the employee put a lot of sevens and sixes in self-assessment - an alarming sign. The employee rated his ability to develop and implement innovative methods, as well as work planning without rush work, rather low. The conclusion suggests itself that the marketing director does not have enough time for daily work, as a result of which there is no opportunity to pay due attention to innovation and company development. We first of all submitted these points for discussion in a personal format. It turned out that in the department rush jobs happen regularly. Moreover, due to the fact that a certain amount of work assigned to subordinates is not delivered on time. The employee himself tried to cope with the problem, but part of the work was postponed from time to time to a later date. In such a cycle of unfinished tasks, it is not necessary to think about the introduction of innovations.

What have they done. Having analyzed the situation, we came to the conclusion that part of the tasks of the marketing director, namely the work with reports, must be transferred to a less loaded colleague. The rush occurred due to reporting, which prevented the employee from adequately assessing his results. Judging by the rest of the assessments, the director's communication skills are very well developed, so we proposed to focus on this in the work. In addition, after the assessment, we adjusted the work schedules of some employees, and also sent the entire department to trainings related to time management, innovation and creative thinking.

Souchef from our example showed one of the best results among colleagues. Overall rating - 8.7, self-assessment - 7.4. But upon closer examination of the indicators, it turned out that the employee still has problems with relationships in the team (6), as well as with the assessment of his own professionalism (6). To find out the reasons, we reviewed the questionnaires with the results of colleagues. At the same time, we took into account that all our employees, although professionals, are young and ambitious people. Often in a team with several leaders, situations arise when everyone pulls the blanket over himself and does not compromise. It turned out that colleagues lacked a clearer distribution of responsibilities, taking into account the level of professionalism. As a result, everyone made decisions independently, without listening to anyone. It's the same with motivation.

How to fix it. We carefully select employees and try to retain the best. That is why we offered the sushifue an advanced training. A stubborn character is associated with a high level of ambition, which means that a person strives with all his might for self-improvement and career growth. We will be able to determine the results of his development as a professional, based on the results of the next assessment using the “360 degrees” method.

A negative example of personnel assessment using the 360-degree method

In 2015, based on the results of the first assessment, a group of six people was identified, whose indicators were the lowest. These employees had the highest number of "negative reviews" about their work and professional qualities. They took criticism worse than others, they were late, they did not want to take responsibility.

After evaluating the results, we worked to improve specific indicators (trainings, timely feedback, control over the implementation of specific tasks). Two employees changed their way of working and were promoted. Two more remained in the company and show good results. But the two employees who had the worst performance had to part.

Once there was even a case with an unsuccessful promotion of an employee. According to the evaluation results, the chef received very high scores. We decided to move him to a management position. But the employee did not live up to expectations, and six months later we had to return him to his original position, since he lacked managerial skills. Of course, before making such a decision, we provided the employee with maximum support. When it became clear that this did not help, they came to a mutual decision to return everything back. The employee himself understood that it was quite difficult for him to manage people, and in his previous position he was a real professional and got much more pleasure from work. As soon as administrative tasks were removed from the chef, he directed all his energy and enthusiasm to his favorite business, taking on more work. Thanks to this, he did not suffer in terms of wages.

results

We have been using the 360 Degrees staff appraisal system every six months since 2015 and are pleased with the results. 15% of our employees have outstanding performance and receive a high overall score (above 9.5 points). 80% are efficient workers. Their average scores range from 8 to 9.5 points. The main characteristics for them are developed key competencies that allow them to effectively perform their tasks and achieve results. 5% of employees for various reasons do not bring the desired result to the company. For them, we try to find the most effective solution: we select options for transferring to another position, to another area, we arrange trainings to improve their skills.

If you want to get to know your front-line employee or manager better, one way to do this is to do a 360-degree assessment. About what this method is and how it can help the team become better, when it is better to use it, and in what situations - it makes no sense, says Olga Panfilenko, HR manager at TUT.BY

360-degree evaluation was first proposed by Peter Ward in 1987. Using examples, I will explain how to prepare employees for the survey and what needs to be done so that it brings the desired results.

Olga Panfilenko
HR manager TUT.BY

What is a 360 degree assessment

Personnel assessment by the 360-degree method got its name because it is carried out by the entire working environment of the employee: the manager, subordinates (if any), colleagues and the employee himself evaluate personal and professional qualities, knowledge and skills from all sides, as if from a position in 360 degrees.

It is conducted in the form of a survey and makes it possible to understand how other people treat a person, how they perceive him, what they think about him. All this is necessary in order to understand what to work on and what can be improved.

The survey can be conducted both on paper and electronically. In our company, we use a Google form. The advantages are that anonymity is preserved and there are no material costs. Minus - the results have to be processed manually, which takes a lot of time for an HR specialist.

How to organize

Evaluation of a person is always a subjective matter, therefore, in order to obtain reliable results, it is important to organize it correctly.

1. It all starts with setting a goal. You must understand why you are conducting a survey. A little later, I will tell you for what purposes evaluation is carried out in our company, I will give examples in which cases it is better to use it, and when it will be less effective.

2. Once the goal is defined, it is important to prepare employees for the survey, otherwise, you can get formal answers, replies. To do this, it is necessary to ensure the anonymity of the survey, otherwise people will be afraid to write openly about their manager or colleague. For example, in our company we explain to employees that the assessment is anonymous. We also make sure that at least 6-7 respondents participate in the survey. Since intuition sometimes works: if an employee, for example, has two subordinates or two colleagues, it is easy for him to understand who gave what assessment, and draw certain conclusions for himself. And this can become the basis of an internal conflict with those who evaluated.

When conducting a 360-degree assessment, it is important to motivate employees to participate, form the right understanding and a positive attitude towards it. We explain why it is needed, how the results will be used. It is better to talk to employees in the language of benefits and values. For example: “Do you want to know how you can become a better person? Know what you need to work on? How to get more career prospects? Do you want to help your colleague/supervisor become more effective? How to improve relationships in the team as a whole?

3. The next step in conducting a 360 degree assessment is to define the criteria that is what you will evaluate. The criteria are competencies - professional and personal qualities of employees, the level of development of which affects the efficiency in work. Competences can be formed, for example, on the basis of corporate values adopted in the company (which all employees of the company must possess at a certain level). Management competencies can also be assessed if we need to evaluate managers.

And for each competence, a behavioral indicator is formed, that is, in the question you describe how a person behaves in a given situation. A behavioral indicator may appear never, rarely, about half the time, often, always (the wording may be different).

4. You need to decide on the frequency of the assessment. In our company, we mainly evaluate managers of all levels once a year, sometimes less often. Accordingly, our questionnaire is designed in such a way that we can assess corporate and managerial competencies. For example, one of the values of our company sounds like "the right to make a mistake." Below is an example from a questionnaire:

I would like to note that when compiling a questionnaire, it is undesirable to take ready-made standardized options. It is important to develop them based on the goals of the assessment, from the characteristics of the corporate culture, from the real work tasks that employees of your company face on a daily basis. It is also better to avoid complex, ambiguous wording in questions.

What can be the purpose of the evaluation and what results it can bring

In our company, the purpose of the assessment is to expand the employees' understanding of their strengths and areas of development, to determine the directions and priorities of individual development in the near future.

In general, there are quite a few areas of application of this evaluation method. We successfully managed to implement a 360-degree assessment in a situation where indicators began to fall in one of the departments, the project was not going very quickly and efficiently, according to the results of the survey, it became clear that the employees did not clearly understand the project strategy and did not receive feedback from the manager. Thus, this method has become an excellent tool for showing employees in which direction to direct efforts to improve the situation.

Or, for example, when in one company the turnover of staff among newcomers increased, employees left en masse during a probationary period. After conducting a 360-degree assessment, it turned out that the “helping colleagues” competency did not work. And the solution was to increase the motivation of experienced employees to train and adapt newcomers.

Another example of the effective use of 360-degree assessment is when you need to create project teams or bundles of colleagues with each other. Naturally, by creating teams, we will bring together those people who perceive each other most positively.

When is it best not to use an estimate?

But there are cases when such a survey will not bring the expected results:

To distribute rewards. In one company where I worked earlier, we were given the task of distributing the annual bonus among the employees of the division. It was decided to conduct a 360 degree assessment. However, after we were given a remark from one of the respondents: “Since you refused to promptly review my document, I will give you a low rating,” we realized that the results would not be entirely objective. KPIs are the best way to measure employee performance.

To assess skills and abilities- for this it is better to use more objective methods of assessment, for example, testing, assessment.

For promotion to the personnel reserve, since people can distort answers (for example, if the employee being evaluated causes empathy in a colleague, then he will overestimate, trying to help him advance in the service, and there may be a reverse situation with underestimation in the absence of sympathy for a colleague). In this case, you can use the 360-degree assessment not as a direct goal of promotion to the personnel reserve, but as a hidden one, that is, when analyzing the results, you can always keep in mind potentially strong employees.

What to do with the results

After processing the answers of the respondents, it is necessary to form a presentation in which we graphically reflect all the results. Example below (click to enlarge image):

At the end of the presentation there is a section with recommendations on how the employee can use his strengths and develop weaknesses.

Sometimes you can offer to take training or read certain literature. In a joint conversation with an employee, discuss an individual development plan.

What we pay attention to:

The results of the assessment can be compared with the previous ones (if there was such an assessment, for example, a year ago): see progress, regression, “marking time”.
Compare self-esteem with the assessment of other people, as well as results at different levels, for example, the leader was highly rated by subordinates, but very low by colleagues (equal in status).
You can also compare the ratio of assessments for different blocks, for example, an employee was highly rated in communications, and low in teamwork skills. These are also development areas. And you can also understand where the zones of success are in order to strengthen and support them.

It is very important not to leave the assessment without feedback and the implementation of any further actions to develop the employee, otherwise the procedure itself will seem meaningless next time. In general, it is better to accustom employees to such surveys so that there is no resistance during repeated assessments, and the method is perceived as useful for themselves and colleagues.

Pros and cons of the method

360 degrees are treated differently. For me, the downside of this method is that, like any assessment, it causes stress for employees. It is also impossible to eliminate the factor of interpersonal attitudes of people towards each other, which can affect objectivity.

The advantage of the method is that the assessment of employee competencies is based on real work situations, not simulated ones. The results are used to identify "points of growth", thereby giving impetus to the professional development of employees and the team as a whole. Conducting a 360-degree assessment does not require serious financial costs; it can be carried out by the HR department.

360 degree evaluation - this is a method of identifying the opinion of the team about the competence of an employee using a survey. At its core, it is a method of collecting feedback to improve the overall performance of the team and its key employees.

The survey involves the assessed person himself (most often this is the manager), his subordinates (all or selectively from 3 to 5 people), colleagues with whom this manager interacts in work (3-5 people), senior managers (from 1 to 3 people if they directly interact in the work).

The different categories of employees who participate in the grading of competencies* are called respondents. Sometimes external or internal clients are included in the survey, but they do not evaluate all aspects of the competency manager's activities, but only those that they encounter.

* Competencies are a set of knowledge, skills, personal qualities and motives described in the language of observed behavior, in other words, the language of behavioral indicators.

The 360 degree personnel assessment method is called "circular" assessment. It applies only to those employees who have worked in the company for at least 1 year and managed to build relationships in the team, prove themselves.

Different respondents fill out the same questionnaire, consisting of a set of behavioral indicators, use the same scale for evaluation. Respondents are selected by a personnel officer who is aware of who interacts with whom at work.

Subordinates and colleagues fill out questionnaires anonymously, their scores are averaged and compared with the opinion of the person being evaluated and the opinion of superiors. Thus, it is possible to draw conclusions about the conformity of opinions, to identify the strengths and weaknesses of the leader by summarizing the results. To ensure valid*** results, it is necessary to properly organize the procedure and conduct preliminary work with the staff.

***(Validity (English validity) - a measure of compliance with the extent to which the methodology and results of the study correspond to the tasks set)

This methodology personnel assessment allows you to collect information on the level of development of the manager's competencies from different points of view, to predict the picture of his effectiveness in the organization.

We introduce the concept of 360 diagnostics, not assessment, because this methodology is a way of collecting an array of data regarding certain criteria. Diagnosis is the process of recognizing a problem and designating it using accepted terminology, that is, establishing a slice of data as it currently is and identifying areas for development or change.

[ Steps for conducting a 360 degree assessment]

Contact us

Consultation

Setting diagnostic goals 360

Project preparation

Development of questionnaires for developed
and an agreed system of competencies

Determination of the group of evaluators (respondents)

Carrying out diagnostics

Outreach to ensure the quality of the assessment

Carrying out diagnostics (filling out questionnaires)

Project Completions

Formation of the final report

Feedback for drawing up an individual development program

It is important to take into account that 360-degree diagnostics cannot be used as a tool for making decisions on dismissal or deprivation of bonuses. Since the data obtained can be, to some extent, subjective.

Also, do not fully rely on the results of diagnostics to make managerial decisions on appointment to a higher position. To do this, 360-degree diagnostics must be supplemented with the results of an assessment of independent experts on the potential of an employee in the technology of the Assessment Center, and most importantly, with indicators of his performance.

At the same time, 360-degree diagnostics perfectly shows how the assessed employee is able to build relationships in a team and use managerial skills in action. Therefore, this method, in our opinion, is good to use to assess the effectiveness of training and identify the level of development of communicative and social competence.

Requirements for the 360 degree questionnaire

Questionnaire questions should be directly related to the work of a person. Usually they offer to evaluate the specific behavior of the employee. To assess each person, in most cases, you need to answer several dozen questions that characterize various aspects of a person's behavior at work.

It is important to note that the evaluated behavioral indicators should be:

formulated in understandable language
be interpreted unambiguously
be visible to everyone involved in the assessment

The rating scale should be simple and clearly delineated by levels.
It is most correct if the behavioral indicators for competencies are distributed in a chaotic manner in the questionnaire, and then collected into a total score for the competency when processing the results.

Requirements for organizing and conducting a survey

The survey can be conducted on paper or electronically.
It is necessary to ensure the objectivity of the assessment and the safety of respondents when filling out questionnaires. To do this, surveys are conducted anonymously.

First option filling out questionnaires - on paper, when colleagues and subordinates gather separately, fill out their questionnaires for a number of assessed and then throw them into a special bin for collecting questionnaires. The urn is sealed, and only checkmarks should be put in the questionnaire. Everyone has the same color handles and everyone sits at some distance from each other.

Before filling out the surveys, the host says a few words about the goals of the survey: improving the personal and corporate performance of the assessed employees with the help of your feedback. After that, he asks to evaluate only those items that the respondents encountered in joint work. The rest must be left out. If it turns out that the questionnaire will be completed by less than 50%, then it will be excluded from the general information array.

In addition, if the questionnaire contains only extreme scores of more than 80%, then this questionnaire will also be automatically rejected. Therefore, if there are less than 2 completed questionnaires from each group of respondents, then the survey will be considered incomplete and it will have to be repeated, possibly changing respondents. The facilitator encourages respondents to provide responsible and thoughtful grading for constructive feedback. He says that this procedure is aimed at improving the quality of interaction in the team and establishing mutual understanding.

Second option organization of the survey - in electronic form using a special . In this case, the video instruction plays the role of the leader.

The questionnaire is automatically sent to each respondent's email. He fills it out at a convenient time for himself in the allotted period, without being distracted from work. Mailing and processing is carried out by an automated program, and confidentiality is ensured by the employee responsible for the HR assessment. Its task is to select respondents in such a way that the person being assessed does not know exactly who took part in the assessment. He compiles lists, uploads them to the program for sending letters and automatically accepting and processing the results. This person himself does not know who and how answered, but receives ready-made comparative graphs and general conclusions.

Using a special one at times saves time, effort of people involved in the survey and processing a large array of data received, and also saves the company money on indirect costs for evaluation.

Pitfalls when conducting a 360 assessment:

If the objectives of the evaluation are not clear or the respondents are afraid to spoil the relationship, then the evaluation may be formal and not bring the desired information about the strengths and areas of growth for the person being assessed.
Incorrectly designed questions can lead to distorted results.
The processing of questionnaires filled out on paper is very laborious and time consuming, the relevance of the information received is lost.
If the disclosure of information about what marks were given by someone in particular is allowed, a conflict may develop in the team.
It is necessary to conduct an assessment quite unexpectedly, otherwise, with an authoritarian style of leadership, the assessed leader will subject the respondents to psychological pressure, while employees will give socially expected assessments.
After the diagnostics, further systemic steps are needed on the part of the company to ensure the development of the employee, otherwise the procedure itself will seem meaningless next time.
360-degree diagnostics should be carried out regularly in the company in order to become a feedback tool.When conducting it for the first time, there will inevitably be resistance; with repeated surveys, people begin to perceive this method as useful for themselves and the team.

The ill-conceived use of the 360-degree method can lead to unpredictable consequences. According to the Human Capital Index study conducted by Watson Wyatt in the US and Canada, inefficient use of 360-degree diagnostics can lead to teamwork problems, which will ultimately affect the company's business.

Therefore, engage professional consultants who, together with you, will competently build the entire 360-degree diagnostic system, teach senior managers to give supportive, constructive and developing feedback, develop others in the workplace and develop themselves together with their team.

And a little more about the 360 evaluation method

The 360 assessment is one of the best ways to evaluate personnel. The number 360 means that each employee evaluates all his colleagues in 360. Those, in turn, evaluate him. The 360 score is a fairly effective way of scoring, as it allows you to calculate the average score of everyone, hence the name - 360.

This assessment reveals both the strengths and weaknesses of the employees whose assessment is to be carried out using the 360 assessment.

The indisputable advantage that a 360 rating has is that in the course of applying 360, the assessment of each employee by another is clarified. An important advantage of the 360 assessment is that such an assessment is independent, since the assessment is carried out anonymously for all 360.

The assessment thus clarified makes it clear what to change in order to improve the overall assessment.

That's why the 360 rating is pretty effective.

360 evaluation cost:

A frequent criterion when choosing a 360 degree assessment is the affordable cost of this method.

The cost of conducting a 360 degree assessment at the Association of Business Excellence: from 1000 rubles for 1 participant.

Conducting a 360 assessment:

Write:

Call:

For a full and comprehensive analysis of the work of personnel at the enterprise, various methods of assessing employees are used. They can cover the entire team as a whole, conducting comparative events. Some may relate to individual structural units. But more often it is necessary to evaluate an individual employee. Depending on the aim pursued, such a check may concern him professional qualifications, personal qualities or possible potential. According to the tasks set, the necessary measures are taken. Each of the personnel assessment methods used has its own advantages and disadvantages, so it is impossible to single out one and say that it is the best.

360 degree personnel assessment method

One of the most common options for evaluating an employee is to conduct a comprehensive comprehensive survey in his environment. The 360-degree personnel assessment method is just such an option. It is positioned as an analysis of an employee in his work environment, which is where the name of the technique comes from.

This method of personnel assessment consists in questioning the persons with whom the assessed employee interacts - colleagues, superiors, subordinates. Own participation is also allowed, helping to identify discrepancies between self-esteem and the opinions of others. Such a measure can be used to solve the following problems:

self-development and use of the questionnaire as an opportunity to receive feedback;
identification of the need for training or individual consultations;
solution of organizational issues related to the formation of an effective team;
the need to evaluate the effectiveness of past seminars or trainings, how they affected individual employees.

This method of personnel assessment can also be used to determine the level of salary or the formation of a personnel reserve. However, it is recommended to carry out other checks to get a more complete picture for analysis.

Personnel assessment using 180 and 360 degree methods

Many are faced with various formulations of this technique. It is not uncommon to have questions about other values than 360 degrees. To understand them, you should give the whole list:

a staff assessment of 90 degrees is the opinion of the manager about the employee;
180 - the opinion of the boss and the employee himself is taken into account;
270 - the opinion of subordinates joins the indicated ones;
360 - all of the above in conjunction with the assessment by colleagues;
540 - all clients of the assessed and possible suppliers are added;
720 - shareholders and investors are also taken into account, as well as the family of the person being assessed.

That is, the degree measure of this method of personnel assessment is based on the coverage of the persons involved. At the initial stage of work, the technique 180 is used more often, since the assessee may not yet have subordinates. A full circle of 360 provides more reliable information that takes into account subordinates and colleagues.

360 degree personnel assessment questionnaire

The 360-degree personnel assessment questionnaire is the main tool for conducting such a survey. When compiling it, several recommendations must be followed.

The main thing to pay attention to is anonymity. Practice shows that in its absence, the answers may not coincide with the real attitude. The quantitative factor should also be taken into account. If only a couple of subordinates are behind the person being evaluated, then he will easily understand who wrote what.

You should also immediately indicate why such a survey is being conducted. It should be prescribed that the results of the survey will not affect the position or salary of the person being tested. Otherwise, options are possible when colleagues will either overestimate in order not to substitute, or vice versa, underestimate if there are conflicts.

360 degree personnel assessment method by example

Compiling a questionnaire and conducting a 360-degree survey can be considered using a separate example. Ivanov, an employee of a medium-sized company, recently entered his first managerial position, worked in it for a couple of months, and underwent the necessary trainings. He and his leader initiated this survey to identify further growth.

To do this, a questionnaire for 40 questions is compiled. At the same time, it is taken into account that it is not recommended to submit more than 50 positions, too large a volume reduces the reliability of answers. Some questions are repeated two or three times, in different wordings. Such disguise helps to reveal the insincerity of the interviewees.

The survey involves:

Ivanov himself;
his immediate supervisor;
five people who are subordinate to Ivanov;
two colleagues - the same heads of departments who previously worked with him;
two more superiors to whom he does not personally report, but with whom he constantly interacts.

Only 11 people. Some recommend attracting clients or partners with whom Ivanov constantly works. However, in this case, limited to the specified persons. The questionnaire is conducted anonymously, at the end of the working day, so as not to be interrupted and not distracted from the work process. Everything is rented to the head or specialist responsible for personnel management. He analyzes the information received, after which he talks about it with Ivanov.

Advantages and disadvantages of the 360 degree method

Like any other verification, the 360-degree method has a number of advantages and disadvantages. The first are the following:

such assessment of personnel is carried out comprehensively, at different levels, in which different models of behavior can be used;
the ability to show employees and attracted customers that their opinion is taken into account, which creates a trusting relationship;
analysis of the compliance of the results obtained with the required standards.

The disadvantages of this method of personnel assessment can be identified in the following aspects:

such questionnaires cannot be directly used in solving personnel issues related to promotion or salary setting;
this technique evaluates the current situation and indicators, it cannot be used for clear forecasting;
the need to establish the anonymity of the respondents.

As a result, the main point that can be identified as the advantages and disadvantages of this method is the ability to get the opinion of a wide range of people, but only of a subjective nature.