How is 360-degree feedback used to survey organizational performance?
Employee attitude surveys and opinion surveys were the first forms of multi-rater feedback. The obvious difference between these assessments and what we call 360-degre feedback is that 360 typically assesses a single individual, while climate surveys assess an organization. Here are some typical applications:
• Internal customer. A group gets feedback about how it serves other departments.
• Team check-up. Members rate the team on issues such as meeting effectiveness, support, recognition, goals, role clarity, ground rules, and team interaction.
• Attitude survey. Employees indicate how they perceive their environment.
• 360 readiness. Stakeholders give opinions about the organization’s readiness to use 360 feedback.
• Corporate values. People rate how well the organization lives up to its values.
What tool to use?
Most 360-degree feedback programs aren’t designed to assess organizational climate. If an organization needs complex data breakouts, demographic correlations and descriptive statistics, there are programs designed to do this. For example, if you need to know how women under age 35 with more than 5 years of service rated certain aspects of the organization, your need is complex. However, when complex demographic information is not required, a flexible 360-feedback platform may be used at much less expense.
Surveying the organization...
A flexible 360 program can asses an organization as easily as assessing an individual. Administrators simply set up the desired items, scales, types of feedback providers and report formats. Instead of observable behaviors, survey items related to organizational culture and climate (e.g., the benefits package) are entered. Instead of an individual, the organization or part of the organization is the subject of the assessment.
Surveying elements within an organization...
A 360 program can assess departments or groups within the organization, then aggregate the data to give a picture of the organization. If you want to know the opinions of significant groups of people, such as first-line supervisors, simply identify these people as a rater group. By using a state-of-the art program a wealth of data can be obtained for a remarkably small investment.
Multiple 360 as an organizational climate assessment
Yet another approach is to have employees rate levels of management, then aggregate the data. For example, an organization may want to create an environment built on shared values. If these values can be defined through specific behaviors, often called "walking the talk," a 360-degree feedback process can identify specific leadership groups as subjects. A summary or roll-up report from various departments will give a picture of how the climate is perceived.