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 relevance of research. In the minds of most people, each person has a certain set of qualities that determine his individuality. In modern business psychology, a different approach is common: here it is not the possession of quality that is considered more important, but professional efficiency. It is important that, in addition to possessing qualities, abilities, abilities and skills, a person is able to direct them to solve the problems facing the company. And it is in this context that all modern methods of personnel assessment are used.

One of the central concepts in business psychology is the concept of “competence” - a skill, quality or ability of a person that significantly affects his effectiveness at work. In the West, competencies have been used since the mid-70s; they came to our country relatively recently. Typically, to evaluate personnel, companies use several competencies that are selected to create a system (model) - that is, they contain exactly those qualities, abilities, skills and abilities that are important for working in this particular company.

The application of each competency must be justified by the company’s objective requirements for the employee. Typically, such competency systems are compiled based on an analysis of the experience of the most successful employees and those who cannot cope with their work.

Competencies can be assessed in many different ways: test methods, interviews, business games, observing a person’s work over several working days, and so on. Any company that uses a competency system for personnel assessment and selection has a whole arsenal of techniques that allow it to obtain information from different sources, compare, and separate objective assessments from subjective opinions. However, a distinctive feature of most competency assessment methods is the presence of a “subjective component”. An employee is assessed by a person who does not have the opportunity to observe his work over a long period of time - a HR specialist, or an external consultant. Assessments are made by the consultant based on observations, interpreted by him to the extent of his understanding of the specifics of the work being performed.

Naturally, such assessments are often subject to subjective distortions, and of course, there are many ways to minimize these distortions. Consultants conducting assessments specifically learn how to conduct competency interviews correctly and what to look for when observing an employee in the workplace or during a business game. However, in spite of everything, by their very presence they make changes in the behavior of the person they are assessing, “they are part of the stimulus,” as psychologists say.

One method that does not have these disadvantages is 360-degree cross-assessment. During the “360 degree” study, employees undergoing the assessment procedure are asked to answer a series of questions about themselves, their colleagues, subordinates, management, and evaluate each one according to several criteria. Historically, this method began with assessing mutual likes and dislikes in a team (sociometry), and then it began to be used to solve problems of personnel assessment.

The purpose of the study is to consider the possibilities of the “360 degrees” technique.

Research objectives:

1. Conduct a review of personnel assessment systems, methods and techniques.

2. Study the scope of application of the “360 degrees” technique. Pros and cons of the technique.

3. Conduct a study of a company employee using the “360 degree” method.

The object of the study is personnel assessment methods.

The subject of the study is a cross-sectional assessment of “360 degrees”.

The theoretical basis of this work was the work of such authors as: Birley U., Kozub T., Konovalov V.G. and others.

Structure of the work: the work consists of an introduction, two chapters, a conclusion and a list of references.

Chapter 1. “360 Degrees” Methodology: Areas of Application and Assessment Possibilities

1.1 Review of systems, methods and techniques for personnel assessment

Many companies sooner or later face the problem of personnel assessment. After all, for successful development, any structure needs to constantly improve, know its prospects and correct mistakes.

Personnel assessment allows managers or personnel services to more effectively implement personnel policies, improve, attract new employees instead of those who cannot cope with their responsibilities and, thereby, do work of higher quality.

Personnel assessment is a system for identifying certain characteristics of employees, which then help the manager in making management decisions aimed at increasing the performance of subordinates.

Typically, personnel assessment is carried out in three areas:

· assessment of an employee’s qualifications - when the characteristics of a standard are identified and compared with a specific person;

· analysis of work results - here the quality of work performed is assessed;

· assessment of the employee as an individual - personal characteristics are identified and compared with the ideal ones for the given place.

If we generally talk about building an assessment system in a company, it is very important to remember three main features, isolation from which will not give the required result.

First, assessments must be carried out regularly.

Secondly, it must have a clearly defined goal.

And thirdly, the assessment system must be transparent to everyone and based on commonly understood criteria.

The personnel evaluation system itself is a whole series of actions and activities aimed at evaluating employees and of a permanent nature.

To be effective, this system must be based on a basic and universal scheme for conducting this assessment.

The first thing that needs to be done is to identify the company's need for personnel assessment and, on their basis, formulate clear goals that will be pursued when conducting employee assessment. The main goals usually include monitoring the social climate in the team, assessing the quality of work and the degree to which a person’s qualifications correspond to the position held.

The second stage is to determine the subject of assessment, that is, who to evaluate. Depending on the goals, the target audience about which the enterprise needs information in the first place is determined.

This is followed by defining the criteria by which the assessment will be carried out.

This requires professionals in the industry who can highlight the most appropriate characteristics for each specific position.

After selecting the criteria, it is necessary to select an assessment method based on them. The choice of the method itself is also carried out depending on certain criteria, including compliance with the goals set at the beginning, the degree of cost of a particular suitable method, objectivity, which is best expressed in quantitative characteristics, understandability for those being assessed, and relevance, that is, the results should really be necessary

The next stage of the personnel evaluation system is called the preparatory stage. Here you need to perform a number of actions that will help in conducting the assessment itself.

· creation of an internal regulatory framework for assessment - development of regulations, regulations;

· training of the personnel who will directly conduct the assessment;

· informing staff about the upcoming assessment and its positive aspects.

After this, the assessment system enters its main stage - the actual assessment itself, the implementation of the entire project.

Then it is necessary to analyze all the information collected as a result of the assessment for its relevance and the quality of the system itself.

The final stage of implementation of the evaluation system is action - making management decisions in relation to those people who were evaluated - promotion, demotion, training.

Let us now consider the methods themselves that can be used in personnel assessment.

Based on their focus, they are classified into three main groups: qualitative, quantitative and combined.

Qualitative methods are methods for identifying employees without the use of quantitative indicators. They are also called descriptive methods.

· matrix method - the most common method, involves comparing the qualities of a particular person with the ideal characteristics for the position held;

· method of system of arbitrary characteristics - management or personnel service simply highlights the most striking achievements and the worst mistakes in a person’s work, and, comparing them, draws conclusions;

· assessment of task completion is an elementary method when the employee’s work as a whole is assessed;

· the “360 degree” method - involves assessing an employee from all sides - by managers, colleagues, subordinates, clients and self-assessment;

· group discussion - a descriptive method - which involves a discussion between an employee and his managers or experts in the industry about the results of his work and prospects.

Mixed methods are a combination of descriptive methods using quantitative aspects.

· testing is an assessment based on the results of solving pre-set tasks;

· method of sum of estimates. Each characteristic of a person is assessed on a certain scale, and then an average indicator comparable to the ideal is displayed;

· a grouping system in which all employees are divided into several groups - from those who work excellently to those whose work is unsatisfactory compared to the rest;

Quantitative methods are the most objective, since all results are recorded in numbers;

· ranking method - several managers make a rating of employees, then all ratings are compared, and usually the lowest ones are cut;

· point method - for each achievement, staff receive a predetermined number of points, which are summed up at the end of the period;

· free point rating - each quality of an employee is assessed by experts for a certain number of points, which are summed up and an overall rating is displayed.

All of the above methods are able to effectively assess only a certain aspect of a person’s work or his socio-psychological characteristics.

Therefore, it is not surprising that recently a universal comprehensive method has been increasingly used - the method of assessment centers, which has incorporated elements of many methods to achieve the most objective analysis of personnel.

This method has as many as 25 criteria by which a person is assessed.

Among them: the ability to learn, the ability to make oral and written generalizations, contact, perception of the opinions of others, flexibility in behavior, internal standards, creative characteristics, self-esteem, the need for approval from superiors and colleagues, careerist motives, reality of thoughts, reliability, diversity of interests, stability to stressful situations, energy, organization, organizational and management skills.

All criteria for personnel assessment are usually divided into two main categories - performance criteria and competence criteria.

When assessing performance, the achieved performance indicators of a particular person are compared with the planned indicators for a given period of work. To achieve this, clearly measurable objectives are set before the start of the reporting period. Performance is expressed in specific indicators: sales volume, number of completed projects, profit amounts, number of transactions.

When assessing the competence of an employee, his knowledge and ability to apply it in practice, personal qualities, and behavior are assessed.

One of the most effective ways of such an assessment is to solve situational problems taking into account the position that the employee occupies or for which he is applying.

These tasks are of two types - descriptive and practical, and differ in the nature of actions when solving a specific problem.

Thus, the personnel assessment system is quite complex and has many nuances and aspects that need to be given maximum attention. Otherwise, all the work invested in conducting the assessment may result in a complete lack of the required output information.

1.2 Scope of application of the “360 degrees” technique. Pros and cons of the technique

A 360-degree assessment is an assessment of an employee’s competencies by the manager, subordinates, colleagues, clients (external and internal), suppliers, and the employee himself.

The 360 ​​degree method was first proposed by Peter Ward in 1987.

The first definition he gave to this method:

360-degree evaluation is the systematic collection of information about the performance of an individual (or group), obtained from a number of people interested in his work, and feedback on it. According to the author of the method, the scope of its application can be very wide:

· self-development and individual counseling (receiving feedback allows an employee to adjust his behavior and identify areas of development);

· corporate training and development (receiving feedback before training allows the participant to understand their learning needs and helps them target the aspects of the course that best suit their needs);

· team building (this refers to team feedback, which allows you to determine the strengths and weaknesses of the team before the start of team work);

· performance management (regular feedback allows a person to judge how much his or her performance has improved);

· strategic and organizational development (the ability to identify points where development is particularly required; the use of the 360 ​​degree method in this vein is based on the fact that by changing the behavior of specific people, you can change the way the organization acts as a whole);

· assessment of the effectiveness of trainings and other educational activities (conducted after the training, questions are aimed at determining at the behavioral level what changes have occurred in the employee’s behavior after completing the training);

· wages (not used 100 percent when determining the amount of payment).

The 360 ​​degree method is used both independently and as an additional method to other assessment procedures.

The 360 ​​degree method is applied:

· to determine the employee’s training needs, those competencies that need to be developed, and create individual development plans;

· current assessment of activities according to specified criteria for the performance of work at a given workplace for a certain period of time (as a rule, together with assessment by goals or performance assessment);

· to select a project team or identify employees capable of working on complex projects;

· to form a personnel reserve, it is better together with professional tests, profile cases, an assessment center (since the 360-degree technique evaluates the qualities demonstrated in the past, and to assess the personnel reserve it is necessary to predict how a person will behave in the future in a new position ).

Based on the results of the 360 ​​degree assessment, the following conclusions can be drawn:

· about the nature of interaction between departments, identifying conflict situations;

· how much a person fits into the corporate culture of the organization and the existing team;

· How adequate is a person’s self-esteem.

Not used directly

· to develop a system of remuneration and bonuses (since the methodology can only identify personal qualities and is not suitable for determining the qualifications of specialists and the value they bring to the company).

Basic conditions necessary for a successful 360 degree assessment:

· close-knit team, trusting relationships between employees;

· absence of pronounced staff turnover (employees have worked together for at least 1 year);

· ensuring the anonymity of the assessment (employees are confident that their assessments will not be disclosed);

· preliminary explanatory work with employees about the purpose of the assessment (the goal must be formulated before the start of the assessment and communicated to employees,

· awareness will reduce stress from the assessment and will allow you to obtain more objective data);

· mandatory feedback based on the results of the assessment (must be carried out no later than one month after the assessment, during this period it remains relevant and significant for the employee);

· mandatory implementation of decisions based on the results of the assessment (assessment for the sake of assessment itself does not make sense, clear control over the implementation of decisions will make the assessment a tool for personnel development);

· the assessment results should be aimed at development (this is the only way to obtain assessment results that are not inflated; in a 360-degree assessment this is the main drawback that has to be dealt with; as a rule, 2-3 assessments take place before the idea becomes firmly established in the employees’ minds, that 360 degrees brings only positive aspects).

Advantages of the method:

· obtaining a comprehensive assessment for one employee (the employee receives an assessment from people with whom he directly encounters while performing his work, unlike other methods, the circle of assessors is significantly expanded);

· democratic nature of the method (not only the manager evaluates his subordinates, but also his subordinates can evaluate him, this increases the loyalty of employees to the organization, for them this is an indicator that their opinion is listened to);

· creating and strengthening trusting relationships with clients (this is an opportunity to once again show that the organization is working to improve customer service);

· modeling of assessment criteria to meet the requirements of corporate standards (the criteria are competencies developed for a specific organization).

Each method has its own limits of application; this must be taken into account when choosing an assessment method. So, the disadvantages of the 360 ​​degree method:

Not used directly for major personnel decisions: transfer to another position, dismissal, salary increase;

Evaluates only the competencies, not the employee’s achievements;

Elimination of these 2 shortcomings is the use of the method as a complement to other assessment methods

A high degree of confidentiality is required. To solve this problem, you can involve external organizations that collect information and provide assessment results. Or consider a method for collecting data in an organization that takes into account the principle of confidentiality. Automated personnel assessment systems are now increasingly being used, thanks to which the process of collecting and processing information is greatly facilitated.

It is difficult to obtain frank information from colleagues in an assessment (especially the opinion of subordinates about the leader).

As a rule, subordinates rate their managers highly, even though the principle of confidentiality is strictly observed. This situation can be corrected using the weight of the evaluation of subordinates. By reducing the weight of evaluations of subordinates in relation to the weights of evaluations of the manager or colleagues, you can seriously adjust the final result.

High or low self-esteem results affect the overall assessment result.

The solution is the same as in the previous paragraph.

Stressful impact on the employee.

You can reduce the stress impact on an employee with competent PR activities.

It is necessary to convey to the employee the purpose of the assessment and the nature of the use of the assessment results.

Labor intensity in processing the results.

This problem is now being addressed using automated assessment systems. There are several manufacturers of such systems on the Russian market. As a rule, they have basic functions for collecting and processing results; reports and presentation of results that are required for a specific organization are added by the program developers, or by the organization’s IT department.

1.3 Process for employees to receive feedback

First of all, the purpose of the assessment is determined. It depends on the requirements for the personnel. For example, it is important for a company to improve the level of customer service and have qualified specialists on staff. This means that the HR service should find out the degree of development of employees’ competencies and, based on the assessment results, formulate recommendations for training.

This goal is explained to employees, and the main thing is that everyone understands: the event is aimed at their development, and based on the results of the assessment, no one will be fired. In addition, employees should be aware that the data obtained during the study is confidential, all information is provided only to the subject of the assessment and his immediate supervisor, and the names of the survey participants are not disclosed. These rules should be communicated to staff through managers, as well as through the corporate website, bulletin boards, email newsletters and other materials (flyers, newsletters, articles in the corporate newspaper, etc.).

After this, you can launch a PR campaign for the upcoming event. It must begin no later than three months before the start of the assessment. Information openness facilitates the work of the HR service, making it possible, already at the preparation stage, to understand the attitude of employees towards the event, find out their concerns, and check their expectations. It is important to communicate all the preliminary stages of the event (description of competencies, compilation of lists of participants). The gradual involvement of managers and subordinates in the procedure, understanding of its structure and sequence of stages, involvement in preparation - all this reduces the risk of resistance to innovation.

Documents accompanying the PR campaign: assessment regulations, description of assessment criteria (competencies), rules for calculating final scores, event plan.

Let's consider the basic rules for providing feedback after conducting a 360-degree assessment:

1. Feedback must be provided no later than two weeks after the assessment. Only during this period the data remains relevant.

2. Information must be positive. It is better to start by describing the good results of the assessment and only after that talk about the competencies for which low scores were given, accompanying this information with a comment that the company provides the employee with the opportunity to develop and grow. In this case, one can expect a person’s desire to improve his qualities.

Let's talk in more detail about how to prepare a written report.

The following outline can be used to create a written feedback report:

1. Contact the assessment participant.

2. Timing of assessment.

3. Objectives of the event.

4. Informing about the anonymity of the assessment.

5. Evaluation criteria. Brief description of competencies for a specific position.

6. Description of the scales used to evaluate. If numerical values ​​are used, their qualitative description is provided.

7. Assessment results and their interpretation. This paragraph represents the main content of the report. All data should be sufficiently detailed, but presented in an easy to understand form. At the end of this part of the report, the assessee is asked 2-3 questions aimed at developing his competencies. For example: “What do you think was the reason why your manager rated you highly in the competency “timely information, feedback to team members”, while your colleagues gave you a low score?”

Such a survey will help the employee focus on the data received and connect it with his behavior.

8. General conclusions, a description of the approximate results expected from the employee during the next assessment.

To write a report, you can prepare a template in advance and use it to provide feedback.

When compiling the content of the report, it is important to remember that information is best perceived when it is presented both in numerical, graphic (tables, charts), and verbal (text) form.

For example, diagrams are very visual and easy to understand. Thus, in Figure 1 the diagram shows the average ratings. This data will allow the employee to understand the big picture: in which competencies he received high scores and in which – low.

Figure 1. Average scores for competencies

So that the person being assessed can figure out why he received a low score for a particular competency and can adjust his activities, the behavioral indicators that make up this competency should be described. For example, “quality of work” may include the following indicators:

· completes work on time;

· performs work efficiently, without errors;

· Complies with company standards when performing work.

This information can also be presented in the form of a diagram of assessments of specific indicators that make up the competence (see Fig. 2).

Figure 2. Average ratings by indicators (competency “quality of work”)

Thanks to this presentation of data, it is easier for an employee to figure out what specific behavioral manifestations he received a low rating for and adjust his activities. In particular, the diagram in Figure 2 shows that he complies with company standards and completes his work without errors, but does not always meet deadlines.

When working with graphic and numerical information when drawing up the content of the report, it is important to remember that, despite the advantages of this form of presentation of the material, you should not overload it with tables and diagrams, and adhere to the following rules:

· use graphic elements only to explain the competencies for which the employee received a low score;

· supplement with text (preferably), amounting to approximately 2/3 of each table or diagram.

As stated above, each diagram should be followed by an explanation. It is worth paying attention to high and low scores and commenting on what could have caused such ratings, or asking the employee a question about it.

Chapter 2. Employee assessment using the “360 degree” method

2.1 Description of the study

In the second chapter of this work, we conducted an individual assessment of a company employee using the “360 degree” method.

The assessment was carried out for Millennium and involved 82 people at the time of reporting.

The assessment was conducted online using the BSS Around system. Each participant received an invitation to participate by email along with a link to log into the assessment system.

Our results are based on the assessments of 18 people from the business environment of the subject on 4 competencies, as well as the subject’s own assessments (by the time the report was created, the person assessed 30 employees).

Based on the assessment results, only average scores are available, and the answers to the questions themselves are not available to anyone. This ensures both objectivity and confidentiality.

From the report, you can find out the subject’s assessments of key competencies, strengths and weaknesses (according to the environment), you can find out which of your colleagues the subject was inclined to overestimate or underestimate.

The assessments used two indicators: a five-point rating scale (1 - the lowest possible rating, 5 - the highest possible rating) rounded to the nearest tenth, as well as a rating point (the percentage of employees who showed a result lower than the test subject’s for this indicator). For example, a rating score of 90% means that the subject is ahead of 90% of his colleagues and is among the top 10%, and a rating score of 10% means that the subject is ahead of only 10% and remains behind the remaining 90%. A rating score of 50% means that the subject is exactly in the middle of the rating for this indicator.

The results of the study are presented in the form of a report prepared for review by the subject himself.

2.2 Rating points and significance of results

All ratings given in the report are based on one of two indicators: a 5-point rating and a rating point.

5-POINT SCORE

Traditional 5-point rating, from 1 (lowest score) to 5 (highest). The rating on a 5-point scale is absolute; its value is influenced only by your personal results.

Rating score is a special indicator used to present assessment results. Rating scores are expressed as a percentage and allow you to effectively compare the results obtained by different participants. Your rating score for any competency shows what percentage of the assessment project participants received lower marks for this competency than you yourself. In the literature, this indicator is often called the “percentile” (with emphasis on “I”).

Suppose, when assessed on a 5-point scale, you received a score of 4.2 for one of the competencies. How to determine whether this is a good result or not? This cannot be determined by the score alone; you need to know what scores other project participants received for this competency. If the results of most participants are around 4.5, then your result is not very good. To understand how “good” a particular result is, you need to use the concepts of “rating score” and “level of significance.”

To determine the level of significance of the rating, you need to look at how far the participant is from the middle of the rating. The further a person is from the middle, the more significant the assessments he receives.

The rating score of a participant in an assessment project for any competency is a number showing what percentage of other participants scored lower than him in this competency. The rating score shows the participant’s place in the ranking and is a relative assessment. By looking at it, as opposed to the average score, you can tell whether (and how much) the participant received a high score.

The rating score of a participant in the middle of the rating is 50. Those closer to the beginning of the rating (with lower scores) are always less than 50, those standing at the right end of the rating (with higher scores) are close to 100.

So, for each competency you will find out your two assessments - absolute (on a 5-point scale) and relative (rating score), in comparison with the assessments of other people.

A higher rating score does not always mean a better result. For example, when assessing the level of criticality, the best results (obtained by participants who showed neither excessive criticality nor excessive loyalty to colleagues) are in the middle of the rating - around a score of 50.

For your convenience, extremely high (greater than 85%) and extremely low (less than 15%) rating scores (as the most significant ratings) are marked with “” and “” icons.

The blue triangle indicates significantly high results. These are cases when your result is in the top 85% of results among employees in your organization.

The red triangle indicates low results. These are those cases when your result fell into the bottom 15% of the employees of your company.

Two black triangles indicate those indicators in which your self-esteem significantly exceeds the average rating given to you by your colleagues.

2.3. How were you rated?

In this section we provide you with details of the grades assigned to you. What grades and how often did your colleagues give you when answering the questionnaire? You will be able to see on which issues your colleagues' opinions of you are consistent and on which they differ.

table 2

Employee evaluation

	Possible answer
Deviates from accepted rules to offer the client the best solution	I find it difficult to answer
Ignores the latest achievements of science and practice that can improve the company’s business processes	I find it difficult to answer
Shows persistence when achieving difficult goals	I find it difficult to answer
Creates standards of behavior for company employees	I find it difficult to answer
Is a leader in the eyes of employees	I find it difficult to answer
Takes an interest in the work progress of his subordinates	I find it difficult to answer
Gives subordinates specific action plans	I find it difficult to answer
Selects and offers the client a choice from several solutions	I find it difficult to answer
Leverages best practices from other companies to improve operational efficiency	I find it difficult to answer
Sets easily achievable goals for himself and his subordinates	I find it difficult to answer
Encourages subordinates to adhere to the principles of corporate culture in their work	I find it difficult to answer
Represents the company for clients, partners, journalists, etc.	I find it difficult to answer
Correctly determines the level of abilities and qualifications of subordinates	I find it difficult to answer
Notifies regular customers about changes in the company's work	I find it difficult to answer
Allows the client to control the progress of work	I find it difficult to answer
Borrows the most effective operating methods (best practices) of other companies	I find it difficult to answer
Satisfied with the average results of his subordinates	I find it difficult to answer
Explains to subordinates the importance of the tasks they are solving	I find it difficult to answer
Distributes tasks without taking into account the individual characteristics of subordinates	I find it difficult to answer
Establishes informal relationships with clients	I find it difficult to answer
Incorrectly identifies client needs	I find it difficult to answer
Continues to use the same method of operation even if several previous attempts have failed	I find it difficult to answer
When solving any problem, strives to achieve maximum results	I find it difficult to answer
Does not recognize the achievements of subordinates	I find it difficult to answer
Delegates authority and responsibility to subordinates	I find it difficult to answer
Stops communicating with the client after work with him is completed	I find it difficult to answer
Takes an active interest in customer needs	I find it difficult to answer
When faced with obstacles, makes extra efforts to overcome them	I find it difficult to answer
Sets ambitious goals for employees of his department	I find it difficult to answer
Promotes corporate values ​​by example	I find it difficult to answer
Creates an atmosphere in which all employees strive to achieve maximum results	I find it difficult to answer
Monitors the work of subordinates too often	I find it difficult to answer
Precisely formulates tasks and deadlines for their completion for subordinates	I find it difficult to answer
Optimizes the offer according to the client’s request	I find it difficult to answer
If the original plan is not successful, finds alternative ways to achieve the result.	I find it difficult to answer
Turns a blind eye to violations of the principles of corporate culture by his subordinates	I find it difficult to answer
Limited to performing only their immediate functional duties	I find it difficult to answer
Checks whether the results of subordinates’ work correspond to the set goals	I find it difficult to answer
Sets ambitious goals for subordinates, the solution of which allows the company to achieve success	I find it difficult to answer

2.4 Competency results

Competence is a skill, quality, or ability of a person that significantly affects his effectiveness at work. 360-degree assessments assess participants on multiple predefined competencies based on cross-sectional assessments. In the text of the report, the names of competencies are typed in capital letters.

Summary table of testing results for core competencies. Here is your self-esteem, the average assessment of other people, as well as the assessment of you by subordinates, colleagues and managers.

Please note that the graphs are based on your rating scores. These are relative scores that allow you to compare your results with those of your peers.

Table 3

Competency results

Leading people		By self-assessment According to others According to subordinates According to customer ratings
Corporate Leadership		By self-assessment According to others According to subordinates According to customer ratings
Ensuring success		By self-assessment According to others According to subordinates According to customer ratings
Customer Focus		By self-assessment According to others According to subordinates According to customer ratings

“Wind rose” by competencies, or “map” of your competencies. This illustration clearly shows your strengths and weaknesses, as well as possible differences in the ratings of different groups of your colleagues.

Figure 3. “Map” of the subject’s competencies

2.5 Results by indicators

Each competency contains several indicators (more detailed indicators).

The indicator is an integral part of the competency. The indicator describes a specific manifestation of a person's skill, quality or ability in behavior. To distinguish them from competencies, the names of indicators in the text of the report are typed in lowercase letters.

We present to your attention your assessments of the indicators.

Leading people

Table 4

Leading people

The ability to accurately formulate tasks and set adequate deadlines for their completion, the ability to distribute responsibilities and control the process and results.

· Setting goals

· Delegation of authority

· Control

We present the obtained data graphically.

Figure 4. Results for the indicators “Setting goals”

Figure 5. Results for indicators “Delegation of authority”

Figure 6. Results for the “Control” indicators

Table 5

Corporate Leadership

The ability to gain a reputation as a recognized leader in the company, inspire and motivate employees, create and implement corporate values.

· Charisma

· Inspiring others

· Creation of corporate values

We will also present data on these indicators graphically.

Figure 7. Charisma

Figure 8. Inspiring others

Figure 9. Creating corporate value

Table 6

Ensuring success

Internal desire to successfully solve complex problems, persistence in solving them, active search for new resources, both external and internal.

· Need for achievement

· Focus on results

· Search for resources

Figure 10. Need for achievement

Figure 11. Results-oriented

Figure 12. Finding resources

Table 7

Customer Focus

The ability to look at a problem through the eyes of the client, search for the optimal solution for him, and maintain long-term mutually beneficial relationships with clients.

· Understanding the client's needs

· Optimal solution

· Building long-term relationships

Figure 13. Understanding customer needs

Figure 14. Optimal solution

Figure 15. Building long-term relationships

2.6 Strengths and weaknesses

Or “pink and black glasses” - in this section we draw your attention to those competencies and indicators by which your self-esteem differs markedly from the assessment of other people. This may be due to excessive self-criticism or, on the contrary, self-deception, and (which happens much less often) insufficient awareness of colleagues about your contribution to the common cause. In any case, this is important information for reflection, because sharp deviations in self-esteem from the assessment of others, no matter what they are caused by, can interfere with your career.

For each competency and indicator, we provided average scores on a 5-point scale and rating points as assessed by other people in comparison with the same indicators as assessed by yourself.

Here we present those competencies and indicators for which your colleagues rated you better than yourself:

Table 8

Strengths and weaknesses of the subject

Conclusion

Thus, the “360 Degree Feedback” (360 Degree Assessment) method is a system for assessing employees that involves collecting information about their activities from a number of sources. Graphically, such a system is expressed in the form of a circle, which personifies the person being tested, and sources of information are located around this circle.

Traditionally, such sources are:

· supervisors of the person being tested;

Colleagues of the person being tested;

· subordinates of the person being tested;

· the person being tested;

· company suppliers;

· company clients.

Obtaining information from people who interact with the appraisee at work makes the 360 ​​degree assessment a fairly reliable tool. 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” method can be used to solve a wide range of problems related primarily to the professional development of an employee. It is used for the preliminary formation of a personnel reserve, identifying training needs, assessing its results, and creating individual development plans.

When forming a company’s personnel reserve, you need to keep in mind that not all the qualities required for a new position can be applied at the current place of work, therefore, based on “360 degrees”, it is not always possible to accurately determine how a person will behave in a new position. In such a situation, you should use professional tests, specialized business cases, assessment centers, that is, create an analogue of a future professional situation and evaluate a person’s behavior in it.

The 360-degree cross-assessment method, with the right approach, has great potential and can help in solving a wide range of problems. The method can be useful in determining the circle of business contacts of employees, and for forming a team of performers, and when distributing bonuses or premiums. But, of course, the method is not a panacea. It also has serious limitations.

People assessing each other using the 360 ​​degree method should know each other well, have some history of interaction in work situations, and joint problem solving. In most cases, this method can be assessed only for employees who have already joined the team and about whom their colleagues have something to say. The method is not at all suitable for solving the problem of personnel selection, for assessing newcomers, and it will not help assess the subtle nuances of the professional knowledge of employees - there are other methods for such tasks.

In addition, when conducting research, it is necessary to remember that both the research itself and its processed results usually cause additional stress for employees. Therefore, the control of specialist psychologists is mandatory here. The energy released under the influence of these stressors must be directed towards constructive purposes, otherwise the opposite effect may be obtained instead of the benefit from the study.

A written report using the “360 degree” method prepares the employee for subsequent personal communication - it allows him to form his opinion about the results, draw the necessary conclusions, and formulate questions.

He receives verbal feedback, as a rule, from an employee of the assessment department or an engaged consultant; the manager may be present at the meeting.

For HR specialists, this document also provides a tool for preparing for personal communication with an appraised employee. In addition, thanks to the report, information about each specific employee obtained as a result of the procedure is saved.

In general, a well-written report acts as a means of forming a positive attitude among staff towards the 360-degree assessment, which is very important for further assessment activities in the company.

Like any method, 360 degree assessment has its advantages and disadvantages.

Correct use of the method will allow you to obtain more reliable results and, based on them, make the right management decisions.

List of used literature

1. Antsupov A.Ya., Kovalev V.V. Social and psychological assessment of personnel. – M.: Unity-Dana, 2008.

2. Birley U., Kozub T. Assessment of 360 degrees. Strategies, tactics and techniques for developing leaders. – M.: Eksmo, 2009.

3. Vuchkovich-Stadnik A. Personnel assessment. A clear algorithm of actions and high-quality practical solutions. – M.: Eksmo, 2008.

4. Vyazigin A. Assessment of senior and middle management personnel. – M.: Vershina, 2006.

5. Darinskaya V.M., Chaplygin I.N. Personnel assessment and development using the "Assessment Center" method. – St. Petersburg: Rech, 2008.

6. Konovalova V.G. Organization of personnel selection and assessment. – M.: Exam, 2007.

7. Cooper D., Robertson I.T., Tinline G. Selection and hiring of personnel. Testing and evaluation technologies. – M.: Vershina, 2009.

8. Lukash Yu.A. Company personnel. Selection, control, evaluation, prevention of negativity. – M.: Finpress, 2007.

9. Motovilin O.G., Motovilina I.A. Personnel assessment in modern organizations. Assessment technologies. Professionography. – M.: Higher School of Psychology, Institute of Consulting and System Solutions, 2009.

10. Paponova N.E. Construction of a personnel assessment system. – M.: Finpress, 2009.

11. Soshnikov A., Pelenitsyn A. Personnel assessment. Psychological and psychophysical methods. – M.: Eksmo, 2009.

12. Ward P. Method 360 degrees. – M.: Hippo Publishing LTD, 2006.

13. Khrutsky V.E., Tolmachev R.A. Personnel assessment: modern systems and technologies. – M.: Finance and Statistics, 2004.

14. Schmidt V.R. Problems and technologies of personnel assessment. – St. Petersburg: Rech, 2008.

Cooper D., Robertson I.T., Tinline G. Selection and recruitment of personnel. Testing and evaluation technologies. – M.: Vershina, 2009. – p. 35. Birley U., Kozub T. 360 degree assessment. Strategies, tactics and techniques for developing leaders. – M.: Eksmo, 2009. – p. 45.

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 assessment method allows employees to receive confidential feedback from managers, peers and subordinates. Typically, 5-20 people fill out an anonymous questionnaire, which includes questions covering the required range of personal and professional competencies.

Typically, a 360 degree questionnaire includes questions that are measured on a rating scale, but may also contain open-ended questions. The assessment participant receiving feedback also completes a questionnaire for self-assessment purposes.

The advantages of the 360 ​​degree technique are that it allows you to avoid problems associated with assessments that are made exclusively by superiors - the 360 ​​degree assessment takes into account the opinions of a wide range of colleagues (hence the name of the method). This avoids the problem of one person's subjective opinion of an employee's performance.

Are you planning to conduct a staff assessment? Below is an example of a 360 degree questionnaire, and a brief guide to using the method.

Step 1: Determine the purpose of the assessment

Your goals determine how you use the 360 ​​degree method, how you present it within the organization, and how you use survey results. For example, some common purposes for conducting assessments are:

1. Make sure your employees have the necessary competencies for their jobs
2. Development of employees, increasing productivity by working on their weaknesses

Step 2: Get management support

The leaders of the organization must be interested in conducting a 360 degree assessment. When management does not show interest in conducting the study, your employees understand this and do not pay due attention to participating in the 360 ​​degree assessment.

To attract and interest management in implementing the 360-degree methodology, it is first necessary to explain the reasons for conducting the research and set clear goals. The direct financial argument is an important factor - as discussed in our previous articles, properly conducted personnel assessment can lead to significant results, namely up to a 25% increase in sales and employee productivity.

Step 3: Explain to participants the purpose of the assessment.

Please be aware that the process of receiving grades may be uncomfortable for some people. You should keep this in mind and do everything possible to help the employee feel comfortable during the evaluation and feedback process.

It is essential to explain the purpose of the assessment. If participants don't understand or trust your intentions, they can sabotage the 360 ​​degree assessment. For example, if you are conducting a survey for employee development purposes, tell them directly about it. Let people know that they will not be fired or demoted based on performance.

Key points to explain to employees:

1. The company conducts a new type of personnel assessment called the 360 ​​degree method.
2. For what purpose is the assessment carried out - see step 1.
3. How the assessment will be carried out.
4. How will participants and the company benefit?

Step 4: Determine which competencies need to be assessed

You can rate anything - including employees' hairstyles and manicures - but the most common criteria include:

1. Work competencies
2. Behavior styles
3. Employee motivation

Try to limit yourself to the most important competencies so that the 360 ​​questionnaire contains no more than 50 questions. The example 360 ​​degree questionnaire given in this article assesses 4 competencies using 14 questions - the shorter the questionnaire, the more likely it is that participants will be able to pay sufficient attention to the assessment and complete it on time.

How to select the necessary competencies? Some organizations continually update the list of core competencies required of all employees and the competencies required for specific roles. If you use the TestProfi online system to conduct a 360 assessment, then you can select from a list of competencies those that are relevant to your organization.

Step 5. Decide who will evaluate and who will receive feedback.

You must determine who will receive feedback - those employees who will be evaluated. After this, you need to select participants who will give grades - there are two ways to do this:

1. Those employees who receive evaluations choose their own evaluators and then receive approval from their manager.
2. The manager himself appoints appraisers

Most often, the first method shows better results - because employees pay more attention to feedback from people they know and respect well.

Step 6: Ask Participants to Complete the 360 ​​Degree Questionnaire

Send the questionnaire to evaluation participants. Those participants who receive feedback must also fill out a self-assessment questionnaire. Self-assessment results are an important component of the 360 ​​degree method, allowing you to identify discrepancies between self-perception and how others perceive a person.

Gather together the ratings for each employee receiving feedback. Check for missing marks and remind late participants to complete the questionnaire.

Step 7: Generate reports and analyze results

A report is generated for each employee receiving feedback. This helps to convey to them the assessments provided by all participants.

The grades given for each participant receiving feedback are aggregated by competency. This provides anonymity and ensures that individual responses cannot be identified. So, for example, instead of seeing individual responses from each rater, assessed participants will see the average ratings for a given competency from all peers in the report. Manager evaluations are usually not anonymous. That is, the employee being evaluated will have the opportunity to separately see the ratings given by the manager.

If you are conducting a 360-degree assessment with more than 20 participants, consider using the TestProfi online testing system. Please note that for each employee being assessed, it will be necessary to process a dozen or more questionnaires from assessing colleagues. If a large number of employees receive feedback, it will be labor-intensive for the HR department to process the results manually.

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, of course, they 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