The dark side of 360-degree feedback: the popular HR intervention has an ugly side - Human Resources - peer input into performance appraisals

T+D, Sept, 2002 by Scott Wimer

Appreciate the subtleties. This intervention unlocks hidden issues and unblocks communication channels. When issues that have gone unstated are finally aired, there may be discomfort for the givers and receivers of feedback. Be available to provide support and reassurance.

Seek help and advice from others. Many organizations have tried 360-degree feedback. You can learn much from success stories and failed attempts. Colleagues in similar industries or organizations with like cultures often can provide better tips than consultants who downplay the problems of 360.

Consider the legitimate needs of all stakeholders. If possible, include people with different perspectives in the planning process. Be especially sensitive to the needs of people who are likely to receive negative feedback.

Take your time. Think through the potential problems in advance. Most abuse occurs as a result of sloppiness or not knowing what to do when unexpected problems arise, not because people manipulate the process deliberately.

Have air-tight agreements. Know how you'll handle confidentiality, and be clear about who owns the data after it's collected. Even if you intend the process to be solely for development purposes, sharing data can change that.

Heed the red flags. The cost of upsetting someone who wants to engage in a potentially flawed process is small compared to the cost of doing it anyway and hoping for the best. Know when to say no.

Scott Wimer, of Wimer Associates in Santa Monica, California, specializes in coaching, 360-degree feedback, facilitating difficult teams, and managing stress; wimer@ucla.edu.

Scott Wimer dropped out of grad school to travel the world and work on a kibbutz loading chickens, picking grapefruit, and washing dishes. He decided to return to grad school and got his PhD.