360 Degree Performance Management Feedback System
Using a 360 degree performance management feedback system inside a formal performance cycle raises one decision that determines whether it survives.
Is it connected to pay or promotion?
Once it is, the incentives change for everyone. Colleagues understand their rating affects someone’s income and rate generously to avoid harming a workmate, or occasionally the reverse. The person being rated starts managing their raters. What you collect stops being an honest picture and becomes a negotiation.
The workable approach is to keep the two firmly apart. Use 360 input for development, coaching and self-awareness only, and run it in a different month from the remuneration decision so nobody can reasonably connect them.
Organisations that link the two end up with uniformly high scores, no useful information, and a process everyone quietly resents completing each year.
The Fair Work Ombudsman covers performance processes. This is general information rather than legal advice.
See Sentrient’s performance management system and goal management software.
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