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Introducing 360‐degree feedback: the benefits and pitfalls

Introducing 360‐degree feedback: the benefits and pitfalls Considers the benefits and pitfalls of 360‐degree feedback – drawing from experiences at British Petroleum (BP) and current thinking at British Aerospace (BAe), Brough. A distinction is made between “assessment” and “development” (necessary for understanding what appraisal is trying to achieve) and the different forms of appraisal – downward, upward, peer and self – are defined. The BAe Brough appraisal scheme is outlined and reference made to a “Manager as a Developer” training programme where the notion of 360‐degree feedback is being considered. Suggests there are 11 key issues that should be considered when introducing upward appraisal and that most of these also apply to peer appraisal and self appraisal. The BP scheme is used as a model for contrasting the author′s own views and those of his BAe colleagues. Concludes by warning of the dangers associated with 360‐degree feedback and favours, in most instances, an “informal, voluntary, qualitative” approach. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Executive Development Emerald Publishing

Introducing 360‐degree feedback: the benefits and pitfalls

Christopher Rowe
Executive Development , Volume 8 (7): 7 – Dec 1, 1995
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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © 1995 MCB UP Ltd. All rights reserved.
ISSN
0953-3230
DOI
10.1108/09533239510099101
Publisher site
See Article on Publisher Site

Abstract

Considers the benefits and pitfalls of 360‐degree feedback – drawing from experiences at British Petroleum (BP) and current thinking at British Aerospace (BAe), Brough. A distinction is made between “assessment” and “development” (necessary for understanding what appraisal is trying to achieve) and the different forms of appraisal – downward, upward, peer and self – are defined. The BAe Brough appraisal scheme is outlined and reference made to a “Manager as a Developer” training programme where the notion of 360‐degree feedback is being considered. Suggests there are 11 key issues that should be considered when introducing upward appraisal and that most of these also apply to peer appraisal and self appraisal. The BP scheme is used as a model for contrasting the author′s own views and those of his BAe colleagues. Concludes by warning of the dangers associated with 360‐degree feedback and favours, in most instances, an “informal, voluntary, qualitative” approach.

Journal

Executive Development – Emerald Publishing

Published: Dec 1, 1995

Keywords: Appraisals; Assessment; British Aerospace; British Petroleum; Development; Feedback

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