A large client of ours uses our 360 degree appraisal system to support a large-scale leadership development programme.  The roll-out of that programme is coming to an end and they are looking to use 360 degree feedback on an ongoing basis.

They wish, first, to ensure that the 360 allows them to measure the effectiveness of the training initiative and let the managers involved compare their current 360 feedback against their prior feedback.

Second, they wish to use the 360 as an element of their performance appraisal - linked indirectly to pay.

This latter move has led us to recommend that they stop and immediately review the purpose and principles behind the 360.  While there are well document reservations around linking a 360 degree appraisal with pay it is our role to assist the client in effectively using the 360 and I do not believe a link with pay has to be an impediment to good feedback.  However, a developmental 360 degree appraisal is different from an evaluative one - at least in the eyes of the people giving that feedback.

We are going to host a review session with the client and I am looking forward to reviewing the impact on reporting, communication and process.  As ever, we will start with "what is the purpose of obtaining the 360 degree feedback".

Brendan