360 degree feedback - Revision history

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2018-11-18T14:33:10Z

@@ Line 23: / Line 23: @@
 ===See Also===
-[[Performance_Appraisal|Performance Appraisal]]<br />
+*[[Performance_Appraisal|Performance Appraisal]]
-[[Performance Management]]<br />
+*[[Performance Management]]
-[[Employee Development]]<br />
+*[[Employee Development]]
-[[Human Capital Management (HCM)]]<br />
+*[[Human Capital Management (HCM)]]
-[[Human Resources]]<br />
+*[[Human Resources]]
-[[Human Capital]]<br />
+*[[Human Capital]]
-[[Human Development Theory]]<br />
+*[[Human Development Theory]]
-[[Human Resource Management (HRM)]]
+*[[Human Resource Management (HRM)]]
 ===References===

@@ Line 5: / Line 5: @@
 [[File:360_Degree_Eval_Diagram.png|200px|360 Degree Evaluation]]<br />
-Source: [http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system Effective Employee Performance Appraisals]
+Source: [https://cioindex.com/reference/effective-employee-performance-appraisal-system/ Effective Employee Performance Appraisals]
 There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing

@@ Line 5: / Line 5: @@
 [[File:360_Degree_Eval_Diagram.png|200px|360 Degree Evaluation]]<br />
-Source: [http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system CIO Index]
+Source: [http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system Effective Employee Performance Appraisals]
 There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing

@@ Line 1: / Line 1: @@
-In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[Performance_Appraisal|performance appraisal]]," where the employees are most often reviewed only by their managers.<ref>Definition of 360 Degree Feedback [https://en.wikipedia.org/wiki/360-degree_feedback Wikipedia]</ref>
+In human resources or industrial psychology, 360-degree [[feedback]], also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an [[employee]]'s immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-[[evaluation]]. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[Performance_Appraisal|performance appraisal]]," where the employees are most often reviewed only by their managers.<ref>Definition of 360 Degree Feedback [https://en.wikipedia.org/wiki/360-degree_feedback Wikipedia]</ref>
@@ Line 8: / Line 8: @@
 There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employee’s supervisor, for assessing
-performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. The use of multiple rating sources is an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.<ref>360 Degree Evaluation Assessment [https://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/rating/360assessment.pdf U.S. Office of Personnel Management]</ref>
+performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. The use of multiple rating sources is an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes. The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and one’s self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and [[mission]] must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and [[customer]] [[service]] feedback focuses on the [[quality]] of the team’s or agency’s results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate.<ref>360 Degree Evaluation Assessment [https://www.opm.gov/policy-data-oversight/performance-management/performance-management-cycle/rating/360assessment.pdf U.S. Office of Personnel Management]</ref>

@@ Line 18: / Line 18: @@
 '''360 Degree Evaluation Sample'''
-[[File:360-evaluation-sample.jpg|200px|360 Degree Evaluation Sample]]<br />
+[[File:360-evaluation-sample.jpg|400px|360 Degree Evaluation Sample]]<br />
 Source: [https://www.sampletemplates.com/business-templates/360-evaluation.html Sampletemplates.com]
@@ Line 31: / Line 31: @@
 [[Human Development Theory]]<br />
 [[Human Resource Management (HRM)]]
 ===References===

← Older revision		Revision as of 19:11, 19 March 2019
Line 1:		Line 1:
−	In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[~~Performance-Appraisal~~\|performance appraisal]]," where the employees are most often reviewed only by their managers.<ref>Definition of 360 Degree Feedback [https://en.wikipedia.org/wiki/360-degree_feedback Wikipedia]</ref>	+	In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[Performance_Appraisal\|performance appraisal]]," where the employees are most often reviewed only by their managers.<ref>Definition of 360 Degree Feedback [https://en.wikipedia.org/wiki/360-degree_feedback Wikipedia]</ref>

@@ Line 7: / Line 7: @@
 Source: [http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system CIO Index]
-[[image||{{UP}}CanamWiki_Attachments/360-Project-Stages-300x285.png]]
 Source: [http://leapership.com/shop/360-degree-feedback/ Leapership.com]
@@ Line 14: / Line 18: @@
 '''360 Degree Evaluation Sample'''
-[[image||{{UP}}CanamWiki_Attachments/360-evaluation-sample.jpg]]
+[[File:360-evaluation-sample.jpg|200px|360 Degree Evaluation Sample]]<br />
-Source: [http://www.sampletemplates.com/business-templates/360-evaluation.html Sampletemplates.com]
+Source: [https://www.sampletemplates.com/business-templates/360-evaluation.html Sampletemplates.com]

@@ Line 1: / Line 1: @@
-In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[Performance-Appraisal|performance appraisal]]," where the employees are most often reviewed only by their managers.
+In human resources or industrial psychology, 360-degree feedback, also known as multi-rater feedback, multi source feedback, or multi source assessment, is feedback that comes from members of an employee's immediate work circle. Most often, 360-degree feedback will include direct feedback from an employee's subordinates, peers (colleagues), and supervisor(s), as well as a self-evaluation. It can also include, in some cases, feedback from external sources, such as customers and suppliers or other interested stakeholders. It may be contrasted with "upward feedback," where managers are given feedback only by their direct reports, or a "traditional [[Performance-Appraisal|performance appraisal]]," where the employees are most often reviewed only by their managers.<ref>Definition of 360 Degree Feedback [https://en.wikipedia.org/wiki/360-degree_feedback Wikipedia]</ref>
@@ Line 8: / Line 5: @@
 [[File:360_Degree_Eval_Diagram.png|200px|360 Degree Evaluation]]<br />
-Source: [[http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system|CIO Index]]
+Source: [http://www.cioindex.com/article/articleid/23216/effective-employee-performance-appraisal-system CIO Index]
 [[image||{{UP}}CanamWiki_Attachments/360-Project-Stages-300x285.png]]
-Source: [[http://leapership.com/shop/360-degree-feedback/|Leapership.com]]
+Source: [http://leapership.com/shop/360-degree-feedback/ Leapership.com]
@@ Line 18: / Line 15: @@
 [[image||{{UP}}CanamWiki_Attachments/360-evaluation-sample.jpg]]
-Source: [[http://www.sampletemplates.com/business-templates/360-evaluation.html|Sampletemplates.com]]
+Source: [http://www.sampletemplates.com/business-templates/360-evaluation.html Sampletemplates.com]
@@ Line 30: / Line 27: @@
 ====Further Reading====
-*Getting 360 Degree Reviews Right [[https://hbr.org/2012/09/getting-360-degree-reviews-right/|HBR]]
+*Getting 360 Degree Reviews Right [https://hbr.org/2012/09/getting-360-degree-reviews-right/ HBR]
-*360 Degree Feedback - the good, the bad, the ugly [[http://humanresources.about.com/od/360feedback/a/360feedback.htm|about.com]]
+*360 Degree Feedback - the good, the bad, the ugly [http://humanresources.about.com/od/360feedback/a/360feedback.htm about.com]
-*Why 360 Degree Feedback Programs Fail [[http://www.forbes.com/sites/ericjackson/2012/08/17/the-7-reasons-why-360-degree-feedback-programs-fail/|Forbes]]
+*Why 360 Degree Feedback Programs Fail [http://www.forbes.com/sites/ericjackson/2012/08/17/the-7-reasons-why-360-degree-feedback-programs-fail/ Forbes]
-*The Fatal Flaw with 360 degree surveys [[https://hbr.org/2011/10/the-fatal-flaw-with-360-survey|hbr,org]]
+*The Fatal Flaw with 360 degree surveys [https://hbr.org/2011/10/the-fatal-flaw-with-360-survey hbr.org]