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360 degree feedback is a questionnaire-based process which provides individuals with anonymised and comprehensive feedback on how their behaviour at work is regarded by a range of colleagues. To obtain a rounded, 360 degrees view, feedback is typically provided by:

• their line manager
• their peers
• their direct reports
• and, where appropriate, their customers and suppliers

Colleagues are asked to provide information which directly relates to the behaviours and values desired by the organisation.

A significant body of research has shown 360 degree feedback to be a valuable technique for generating performance improvement, leading to real and lasting changes in behaviour and attitudes.

The changes created by 360 degree feedback typically occur when trusted respondents provide evidence of a gap between intention and the impact of behaviour. The gap creates a degree of discomfort, a state known as cognitive dissonanace. 360 degree feedback not only creates dissonance, the desire to change, but it also specifies exactly the behaviour change needed.

The 360 degree questionnaires can all be completed online for fast and efficient generation of reports. The value of the process lies less in the technology per se, however, and more in:

• the questionnaire design
• the quality of feedback interview
• subsequent support provided.

Our approach is to focus on the behaviours that differentiate top performance and will help the organisation to deliver its strategic objectives. Involving key stakeholders in this process ensures the feedback is directed towards what matters most and creates a greater sense of commitment in those taking part.

360 degree feedback is a powerful tool which can support cultural change throughout an organisation. The message it sends about the style and approach the business wants to develop extends to those giving as well as receiving the feedback. However, to be effective the process needs to be handled carefully - there are many sensitivities involved which can lead to resistance to taking on board or acting on the feedback. Support in managing the process and in helping people to use the feedback constructively is important. If people are to make significant change they need help to do so in a way which matches their needs.

The Keil Centre uses 360 degree feedback extensively as part of development programmes. We can also design the process to link to an extensive range of online development tools, or to a Company's own development resources.