Full review: 360 degree personnel assessment method. Features of conducting personnel assessment using the “360 degree” method 360 degree assessment individual plan example

The “360 degree” method is the acquisition of data about a person’s actions in real work situations and about the business qualities he has demonstrated. In this case, information is received from people who communicate with this person at different levels: boss, colleagues, subordinates, subordinates, clients. The job applicant himself can be involved as an expert: he is asked to evaluate his work behavior and professional qualities in order to subsequently use this data to correct his self-esteem and create an individual development plan together with him.
The 360 ​​degree assessment method is a competency-based assessment method. Competencies are the experience, knowledge and skills of an employee that he demonstrates in his work behavior. And this is fundamentally important. It is unlikely that you will pay an employee just because he knows something, but does not use, say, some foreign language in his work. It’s another matter if an employee actively uses it at work, knowledge of this language is a necessity, in fact, a job requirement.

The personnel assessment method, called “360 degrees,” allows you to get the most complete picture of an employee, identify his need for professional growth, and determine ways to improve the efficiency of his work.

Benefits of the 360 ​​degree assessment method
The 360 ​​degree method is typically used to solve problems in the following areas:
1. Identification of employees for inclusion in the personnel reserve. If the organization is large enough, for example, it is a large chain of stores with thousands of employees, it is difficult to identify potential leaders only based on reviews from branch managers, since they most likely will not boast about their “stars” - they will not want to lose subordinates who have been brought up by hard work. When conducting a mass assessment using the 360 ​​method, the likelihood of identifying employees with potential in the organization becomes very high.
2.Planning training needs.
Assessment using the 360-degree method, being a competency-based assessment method, helps determine which employee should be “prescribed” which developmental activities.
3. Movement of employees within the organization.
The results of a 360-degree assessment will help identify competencies that are too highly developed compared to what is required for a given position. The fact is that “excessive” development of competencies for any position is not only unrealized potential, but also a risk zone. An employee who has outgrown his position will most likely strive to find a position in which he can realize his accumulated potential. Including positions in competing organizations.
4. Obtaining information for conducting individual development activities, in particular coaching.
Having graphs available to assess an employee's performance of a particular behavior makes it much easier for a trainer to identify areas and recommend ways for improvement.
5. Collection of information for conducting an assessment using the assessment center method.

The Assessment Center allows you to obtain information:
- from the participant himself as a result of testing, performances,
- observers working in the assessment center.
The use of the 360 ​​method makes it possible to make the picture much more complete and richer by receiving feedback not only from observers of the assessment center, but also from work colleagues who do not take part in the work of the assessment center or whose opinion cannot be obtained during its course.
6. Adjustment of corporate management culture, in particular leadership style.
Since assessment using the 360 ​​method involves the participation of subordinates in their assessment of their immediate supervisor, this leaves a certain imprint on the corporate culture of the company and the leadership style of the manager in particular. An authoritarian leadership style has not only many advantages, but also disadvantages. To develop a situational leadership style, which is currently the most effective according to Western experts, the 360 ​​degree assessment method provides the most valuable information. Even when subordinates give exemplary answers under the motto: “Everything is fine with us.” Or even when they give a minimum of answers.
7. Establishing feedback.
Personnel assessment using the 360-degree method makes it possible, using behavioral indicators, not only to evaluate demonstrated behavior, but also, accordingly, to set it. The manager, working on the employee’s behavior, gets the opportunity to give feedback, not only with generalized concepts, for example, “bad, lacking initiative,” but also using behavioral examples (indicators) to clearly decipher his expectations - “in crisis situations, you do not act independently, without direction.” ". Often, the results of a 360-degree assessment result in so-called shock for those being assessed. For example, an employee who is very confident in himself sees on the graph that it turns out that he is the only one who believes that he shows himself positively in some situations. Often this leads to a real revision of the attitude towards oneself. In contrast to the situation when this person is told about the same problem by his immediate supervisor or a test, they are simply questioned by the person being assessed - the test is bad, the supervisor is inadequate, etc.
8. Obtaining data for expert assessment of “soft” personal qualities. This method helps to objectively determine the compliance of an employee’s behavior with corporate standards. Especially if the payment system is based, among other things, on assessing the employee’s compliance with these standards. Let's say your evaluation sheet contains such parameters as communication, initiative, discipline, reliability, leadership qualities, etc. Often, as a result of a single subjective assessment of an employee by the immediate supervisor on such “soft” qualities, objectivity is violated, which in most cases results in resignation, demotivation, or at least an incorrect behavioral attitude of the employee. The 360 ​​assessment method avoids subjectivity and intervenes in time.
Stages of personnel assessment using the 360 ​​degree method.
Determination of goals, objectives, process procedures - who has what access rights to information, how many respondents, what categories, etc.
Development of competencies and behavioral examples (indicators) for each position.
Determining the list of employees participating in the 360 ​​assessment.
When selecting employees to evaluate, care must be taken to ensure that these employees can be evaluated by their respondents. For example, it is hardly worth including in the assessment of 360 an employee who has worked in the company for less than 3 months; it is unlikely that his respondents, including even his immediate supervisor, will be able to answer questions about the behavior of this employee.
For assessment using the 360-degree descending method, employees are suitable, starting with the “top” positions - company managers who carry out strategic functions, right down to administrative and technical personnel. This is no coincidence, since for such positions work behavior is essential. Even when for the position of a waiter you can clearly specify almost all the functions in the instructions, you do not always have the opportunity to influence through formal instructions such personal characteristics as the ability to work in a team, showing initiative, and responsibility.
Determination of respondents - those who will evaluate these employees. The number of appraisers must be at least five people. Employees must know each other well (work together for at least three months, preferably at least six months).
Avoid assigning too many respondents. Imagine that you have to answer 25 questionnaires, each of which requires you to spend a certain number of minutes. Most likely, your answers will be very hasty - you will have to save the already missing time. Not to mention giving detailed answers during the survey process, which is very welcome.
Respondents do not necessarily have to work in the same department as the person being assessed. Respondents must know the person being assessed well through active interaction.
Respondents do not necessarily have to like the person being assessed. We often learn a lot of useful things about ourselves from our enemies and competitors.
The more respondents are interested in giving an objective assessment, the better. As a rule, relatives and close friends do not have this quality.
Handing respondents questionnaires with behavioral examples and asking them to rate on a scale.
Carrying out communication activities to convey to assessees and respondents the essence and purpose of the process.
Directly the survey itself, collecting answers.
Analysis of the responses received - the assessment results are presented, as a rule, in the form of graphs and text reports.
A great variety is possible here, since it would be difficult to come up with a unified form. The reason for this is that it is impossible to interpret the results in the same way when the same results appear on the graphs. Suppose someone gave a significantly lower rating for the occurrence of a particular behavior. There may be several reasons; they are usually identified as a result of a conversation between a manager and a subordinate:
- the respondent is in a state of conflict with the person being assessed,
- the respondent does not understand the essence of the issue well and his assessment is inadequate,
- the person being assessed has an inflated self-esteem of the quality of his behavior
Communicating results in the form of graphs and comments to managers and employees. Conduct interpersonal communication training or, at a minimum, a presentation to all managers participating in the assessment.
Discussion of the results of managers with the employee, possibly involving external consultants, creating employee development plans, their approval, transfer to the personnel service for execution.

360 degree assessment- an optimal solution aimed at collecting data about each employee and the company as a whole to improve staff performance. During the application of the “360 degree” method, each participant conducts a self-assessment, and is also assessed by colleagues, subordinates and the manager), as well as clients with whom this employee is directly connected in work (optional). Who exactly will evaluate the employee depends on the purpose of the study.

Personnel assessment using the 360-degree method allows you to compare the assessments that an employee indicated during self-assessment with the results recorded by those around him, and draw the necessary conclusions regarding his strengths and areas of development, as well as receive diverse opinions about his work.
The data available after this event can also be used by the employee’s manager: based on the survey results, he sees summary information about his subordinate, based on which he can offer him an individual development plan (PDP).

The 360 ​​degree assessment method consists of several steps:

1. Preparatory part. Formation or selection of a questionnaire, selection of the employee’s environment that will participate in the survey.
2. Introductory part: conversation with event participants to explain the goals and methodology of the survey.
3. Interviewing participants, summing up results and preparing reporting documentation.
4. Feedback to employees who participated in the event.

Particular attention should be paid to the feedback stage, involving an experienced expert in this process in order to avoid annoying mistakes and carry it out as efficiently as possible.

A 360 degree assessment is carried out in order to:

• Create an individual development plan for employees participating in the study.
• Analyze and identify the amount of investment in the development of the professional qualities of a particular employee.
• Formulate an action plan to create a personnel reserve.
• Identify methods that contribute to the successful work of a specialist, working to increase his desire to work and involvement in the work process.
• Ensure better understanding between employee and manager through a feedback mechanism.

360 degree feedback has its pros and cons.

Advantages of the 360 ​​degree assessment method:

• The ability to objectively evaluate an employee, considering the opinions of several participants in the process.
• Financial benefit: the ability to conduct a survey through the efforts of internal employees.
• Equality of participants: in the survey, not only the manager “paints” a professional portrait of the subordinate, but also the subordinate expresses his position regarding the work of the manager.
• Anonymity of participants: employees maintain anonymity, which allows them to freely express opinions.

Limitations of the method:

• Cannot be used for changes in an employee’s work such as transfer, increase in income, dismissal.
• When applying the method, we are talking about the employee’s competencies, not including his successful results.
• Only the signs that are relevant at the moment are assessed, without foreseeing the further development of the situation.
• The impact of an employee’s self-assessment on the outcome of the survey (if self-assessment is overestimated or underestimated, the survey data may not be 100% reliable).

To reduce the influence of the method’s weaknesses, it is recommended to combine “360 degrees” with methods such as conducting assessment centers, interviews, observation, passing ability tests (numerical test, verbal test, etc.).

360 degree personnel assessment will be effective in cases where:

• the company uses a democratic working style;
• management welcomes work done as a team, through joint efforts;
• most employees work long hours;
• the company has a developed corporate culture;
• favorable atmosphere in the team.

"360 degrees": SHL assessment method

SHL specialists have developed a tool - “360 degree” questionnaire, with the help of which an effective assessment of both an individual employee and a team of specialists is carried out. Based on the results of using the questionnaire, the best options for further development of employees will be identified, taking into account areas of limitation and areas of competencies development.
You can involve a team of SHL experts in organizing and conducting a 360-degree survey or carry out the research yourself, online,

For a complete and comprehensive analysis of personnel performance, the enterprise uses various methods of employee assessment. They can involve the entire team by conducting comparative activities. Some may relate to individual structural units. But more often it is necessary to evaluate an individual employee. Depending on the purpose pursued, such verification may concern him professional qualifications, personal qualities or possible potential. The necessary measures are taken according to the assigned tasks. 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 assessing an employee is to conduct a comprehensive, comprehensive survey of his environment. The 360-degree personnel assessment method is just such an option. It is positioned as an analysis of an employee based on his work environment, which is where the name of the technique comes from.

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

• self-development and using the questionnaire as an opportunity to receive feedback;
• identifying the need for training or individual consultations;
• solving organizational issues related to the formation of an effective team;
• the need to evaluate the effectiveness of past seminars or trainings and how they influenced individual employees.

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

Personnel assessment using 180 and 360 degree methods

Many people are faced with different formulations of this technique. Questions often arise about meanings other than 360 degrees. To understand them, you should give the entire list:

• a staff assessment of 90 degrees is the manager’s opinion of the employee;
• 180 - the opinion of the boss and the employee himself is taken into account;
• 270 - the opinion of subordinates is added to those indicated;
• 360 - all of the above together with assessment from colleagues;
• 540 - all clients of the person being 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 180 technique is used more often, since the person being assessed may not yet have subordinates. A full 360 circle provides more reliable information that takes into account subordinates and colleagues.

Personnel assessment questionnaire using the 360 ​​degree method

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

The main point that you need 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 the person being assessed has only a couple of subordinates, then he will easily understand who wrote what.

You should also immediately indicate why such a survey is being conducted. It must be prescribed that the results of the survey will not in any way affect the position or salary of the person being tested. Otherwise, there may be options when colleagues will either overestimate the assessment so as not to substitute, or, on the contrary, underestimate if there are conflicts.

360 degree personnel assessment method as an example

Compiling a questionnaire and conducting a survey using the 360-degree method can be considered using a separate example. An employee of a medium-sized company, Ivanov, recently took on his first management position, worked there for a couple of months, and completed the necessary training. He himself and his manager initiated this survey to identify further growth.

For this purpose, a questionnaire with 40 questions is compiled. It is taken into account that it is not recommended to display more than 50 positions; too large a volume reduces the reliability of the answers. Some questions are repeated two or three times, in different wording. Such disguise helps to reveal the insincerity of the respondents.

The following are involved in the survey:

• 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 higher-ups to whom he does not report personally, but with whom he constantly interacts.

There are 11 people in total. Some recommend attracting clients or partners with whom Ivanov constantly works. However, in this case we limited ourselves to the indicated persons. The survey is conducted anonymously, at the end of the working day, so as not to be interrupted or distracted from the work process. Everything is handed over to the manager or specialist responsible for personnel management. He analyzes the information received, and then talks about it with Ivanov.

Advantages and disadvantages of the 360 ​​degree method

Like any other inspection, the 360 ​​degree method has a number of advantages and disadvantages. The first include the following points:

• such personnel assessment is carried out comprehensively, at different levels, in which different models of behavior may be used;
• the opportunity to show employees and attracted clients 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 a survey cannot be directly used in resolving 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 respondents.

As a result, the main point that can be highlighted in the advantages and disadvantages of this method is the opportunity to obtain the opinion of a wide range of people, but only of a subjective nature.

The “360 degree” personnel assessment method is an event whose essence is to collect information about a specialist or group of employees. The assessment is given by individuals who interact with professionals in a work environment.

The method is based on the employee's assessment by his management, colleagues and clients. Self-esteem is also taken into account.

The method can be used not only to evaluate specialists working in an organization. Firstly, the team or environment of the enterprise can evaluate the company’s work in this way. Secondly, using this method, you can evaluate the performance of a company's division.

The method is very popular. Since the specialist is assessed by his environment, it is possible to obtain objective data, which can then be used to develop corporate competencies and develop staff retention programs. The information obtained during the study makes it possible to carry out effective training of personnel for the reserve and increase the efficiency of the employee.

In addition, the use of the method allows you to establish a dialogue between the boss and the subordinate, and makes it possible to identify staff training needs.

Assessment tasks include obtaining information about a specialist. This allows you to identify those areas that require development. In addition, the task may be the development of new principles of corporate culture or the movement of specialists within the enterprise. Please note that the results of the assessment cannot be used to revise your salary. Of course, there are other ways to evaluate specialists, but the “360 degree” method is used most often.

Assessment steps

Personnel assessment consists of several stages:

1. First you need to clearly define the goals of the procedure. It is important to identify the tasks and provide a detailed description of the methodology. At this stage, information is provided about which personnel officer gets access to the data. Specify the categories of respondents. Management must determine how often the event will be held.
2. Identify the person who will select the appraisers. This can be done by the employee himself or by the management of the enterprise. There is one more point that is worth paying attention to. It is important to determine how respondents will be selected. This may be the responsibility of the staff, but a person can become an interviewee of his own free will.
3. For each position, HR specialists develop their own competencies. Then questionnaires are prepared, in which behavioral indicators are listed for each competency. You can use a standard questionnaire, but it is often developed for one task. It is better to prepare a completely new questionnaire.
4. At this stage, it is important to determine the list of employees whose activities need to be assessed.
5. A list of respondents is compiled. These are the people who will evaluate the specialist. To conduct the assessment, a group of 7-15 people is formed, which includes the employee’s managers. This could be a superior or immediate supervisor. In addition, the group includes clients, subordinates and colleagues from different departments, and the employee being evaluated is also included.
6. At this stage, all participants are informed about the essence of the procedure. The person responsible for the assessment gives a presentation or seminar. Instructions may be delivered to respondents via mailing list.
7. Respondents are sent questionnaires to fill out assessing the employee's performance. The easiest way is for respondents to send links to the site from which they will answer the questions.
8. At this stage, respondents fill out questionnaires electronically or on paper.
9. Processing responses and preparing reports. It is best to use a resource from a third-party provider to carry out the procedure. This guarantees the objectivity of information and confidentiality, because people will be able to be more frank if they know that their answers are not available to colleagues and management.
10. At this stage, managers are trained to conduct conversations with subordinates. This could be a business coaching course that will cover human resource management techniques.
11. Informing employees whose activities were assessed by respondents about the results of the event. Usually the results are communicated during a personal conversation.
12. After this, a plan is formed for the further development of professional skills of employees. Trainings are planned and workers are relocated. If necessary, measures are developed to change the corporate culture.
13. The assessment process is completed by agreeing on a budget for post-assessment activities.

Typically the assessment is repeated every year.

Advantages and risks of the method

Assessment compares favorably with other methods, because staff, participating in the assessment, feel their importance. People not only get the opportunity to express their opinions, they realize that each person's opinion is important to the company.

The assessment is flexible and can be tailored to suit the needs of the organization.

The method increases the trust of employees and facilitates the establishment of feedback from management to staff, because the employees themselves act as evaluators, and not experts invited from outside.

The methodology takes into account the opinion of the organization’s clients. The assessment ensures high objectivity of the results, since a group of people takes part in the event, and not just one manager of the employee being assessed.

The procedure has a fairly low cost, it is cheaper than other types of assessment, of course, if you recalculate it per person.

Separately, it is worth considering the risks of the procedure. Personnel assessment and research carried out at the enterprise are labor-intensive processes that require highly qualified organizers. In addition, a reserve of time must be allocated for the procedure itself, data processing and report writing. If an enterprise employs hundreds or thousands of people, then data processing becomes more complicated and the likelihood of errors increases.

Reliability may be reduced due to a number of factors. Many employees filling out questionnaires are concerned about confidentiality issues. Finally, if staff were not trained before the assessment began and staff were not given detailed information about the purpose of the assessment, people may be reluctant to carry out the procedure. Questionnaires will be completed in a hurry and information may be distorted.

All the risks listed above can be controlled. For this purpose, the enterprise widely uses automation of the “360 degree” method. Staff can fill out questionnaires on the website, and data processing occurs automatically. Reports are generated in the same mode, which reduces the likelihood of errors.

The most common mistakes

The errors are as follows:

1. Development of a procedure by a specialist who does not have the proper experience. Organizing such an event and preparing reports after the completion of the study requires development. It is very important that the personnel assessment is carried out initially by a third-party provider. When the procedure is completed, company representatives can teach the method to the organization’s personnel officers.
2. Assessment of all competencies. There is no need to do this; it is worth researching only those specializations that are important to the company.
3. Forcing employees to participate, while there is no PR campaign before the start of the procedure. This very often leads to unrest among staff. That is why it is worth holding preparatory seminars even before the assessment begins. Workers need to explain the purpose of the event. You can invite employees to the presentation. Tell them how the company's management plans to use the results.

The assessment helps the employee to find out the attitude of others towards his professional activities. In addition, he gets the opportunity to know his strengths and weaknesses.

The 360 ​​degree technique helps the head of the company and the HR manager look at the abilities and capabilities of employees from the widest possible angle. Use the 3 ready-made assessment questionnaires as templates, adapting them for your purposes.

In the article:

Ready documents:

What is the 360 ​​degree method?

Typically, an employee receives feedback and assessment of his professional competencies from his immediate supervisor. The 360-degree assessment method is used to obtain confidential, anonymous feedback from people who interact with the employee in the process of work.

Respondents asked to complete a 360-degree questionnaire to rate an employee's competencies include:

1. direct and line manager;
2. colleagues, including those he manages;
3. customers, suppliers, clients, etc.

The employee being assessed also takes part in the survey. This is necessary to compare the rating given in the self-survey and the one received as a result of feedback. This is important because employees with average performance tend to overestimate their competencies, while those who work productively, on the contrary, underestimate their competencies, since they are characterized by perfectionism and self-demanding behavior.

What other conditions must be met for a successful assessment?

360 degree assessment is called this because a person’s professionalism and personal qualities are assessed by different people with different statuses. The number of survey participants can range from 4 to 15 people. These are the people who communicate with the subject of the survey most often during their work. Before distributing questionnaires to them, you should make sure that their attitude towards the object of the questionnaire is unbiased.

When to use 360 ​​degree personnel assessment

This assessment method can be used either independently or in addition to other assessment methods. See the table for areas of application.

The 360 ​​degree assessment system is used for leaders and managers who want to understand and evaluate their strengths and weaknesses. Based on the survey results, development plans are drawn up.

The 360 ​​degree method is also used to evaluate personnel who do not belong to the category of managers. In these cases, feedback allows line staff to improve their performance in their current roles. Employees gain insight into what competencies they need to develop to ensure career growth. Experts from HR Director magazine will give you advice

Two Ways to Use the 360 ​​Degree Evaluation Method

Companies use the 360 ​​degree method in one of two ways:

1. As a development tool, which helps a person identify strengths and weaknesses based on the results of anonymous feedback, which is usually inconvenient to give to colleagues. The recipient of the feedback gains insight into how others perceive him and has the ability to adjust behavior and develop skills that will enable him to excel at his job.
2. As a performance assessment tool to measure productivity employees. In this case, a 360 degree test is not always a good idea because the feedback focuses on behavior and competencies more than basic skills, job requirements, and performance goals.

Why it is advisable to use a 360 degree assessment:

It is advisable	Not advisable
Assessment of behavior and competencies	Performance measurement
Gaining insight into how colleagues, subordinates and managers perceive you	Determination of Compliance professional competence
Assessment of skills such as listening, planning and goal setting	Assessing an employee’s compliance with the basic requirements for the position
Focus on subjective characteristics such as teamwork, communication, character, and effectiveness as a leader	Measuring strictly objective things such as traffic, sales quotas, etc.

Please note that the 360-degree assessment system is ineffective in companies that use a commanding, authoritarian management style. In such cases, management, as a rule, distances itself from subordinates and does not enjoy special trust from the team; there is no tradition of collective cooperation and assistance.

360 degree assessment: principles and rules

The main principle on which the 360 ​​degree assessment and methodology is based is strict observance of anonymity respondents, if they, of course, want to keep it.

A 360-degree assessment will only produce the desired results if the team does not use surveys as a tool to settle scores with each other. Use the 360 ​​degree method very carefully, making sure that there are no problems in the team and anonymity will not become a reason to “bury” a more successful colleague.

360 degree assessment, the methodology for its implementation requires special training. Follow a step-by-step approach to preparing and conducting assessment activities. The HR System expert will give useful tips on how to properly prepare and organize a 360-degree personnel assessment

Four stages of conducting a 360 degree personnel assessment

Stage 1. Explanation and training

If you give the 360 ​​Degree Assessment to an untrained respondent, you may get irrelevant results. Prepare survey participants for the assessment by telling them the purpose and rules for conducting the assessment. Explain why the assessment is needed and how its results will be used. Respondents must understand the importance of assessment and perceive it as a tool for professional improvement, a means of achieving the common goals of the company and employees.

Stage 2. Questioning using the 360 ​​degree method

Distribute questionnaires and ask respondents to complete them by a certain deadline. If there are many participants and the questionnaires are lengthy, automate the processing of results using online platforms such as SurveyMonkey, Google Forms or MindMiners.

Stage 3. Processing and analysis of 360-degree personnel assessment results

After tabulation or analysis using online search tools, share the results obtained only with the interested party and the employee’s immediate supervisor. None of the employees should know how one of their colleagues rated him. The survey subject only has access to general data and statistical results.

Stage 4. Feedback and development plan

This is the ultimate goal of applying the 360 ​​degree assessment method. Together with the employee, draw up a development plan and coordinate it with the immediate supervisor. An expert from Sistema Personnel will tell you how to properly conduct a 360-degree assessment of a company, how to draw up a plan and process the results

360 degree assessment: 3 ready-made questionnaires

When developing questionnaires yourself, consider what exactly you want to assess. When it comes to professional competencies, include no more than 50 items in the questionnaire. Choose exactly those that correspond to your goal.

Don't complicate the questions, but also decipher them so that the respondent understands what exactly is meant. For example, when you want to evaluate stress resistance , write in the form: “ Maintains smooth, calm relationships with clients, does not react to rudeness».

Decide which rating scale you will use. If you use a 360-degree numerical competency rating scale, do not make it a five-point scale so that a rating of 1 or 2 is not perceived as a negative indicator. It is better to use letter, neutral symbols or increase the number of possible points to 8-10.

Questionnaire No. 1. 360 degree assessment example of a questionnaire on professional competencies

Experts at Sistema Personnel offer another version of the questionnaire that allows assess the employee’s professional competencies

In the case when the 360 ​​degree method is used to assess the leadership qualities of staff, the questionnaire will be much shorter, limit yourself to 10-15 positions, this is enough to get an idea of ​​​​the presence or absence of leadership inclinations in the employee. To evaluate in this case, use the concepts “Never”, “Sometimes”, “Always”.

Questionnaire No. 2. 360 degree method example of a questionnaire about leadership qualities

By setting a probationary period for a new employee, the company's management wants to make sure that he really has the personal qualities that will be in demand. For newcomers completing the adaptation period, you can use a shortened version of the 360-degree assessment questionnaire.

Questionnaire No. 3. 360 degree questionnaire for assessing a new employee undergoing a probationary period