Any tool must be selected to perform a specific range of tasks. The person applying the tool must understand in advance what goals he sets, what difficulties he may encounter, what results he expects. Then, the optimal instrument is selected. Sturdy, protected boots can save you in the mountains, but if you decide to swim in them, they will drag you to the bottom. And you will never win a 100 meter contest in flippers.

You can apply the same logic to the instruments for evaluating and developing people.

First of all, a clear understanding of the objectives of the assessment should be provided, and if these goals are best solved using 360 Feedback, it should be chosen.

360 Feedback is a pronounced developmental technique. Its main goal is to define the development areas and to give a vector for this development.

360 Feedback is traditionally used and works well for the following purposes:

• Identify employees with high potential
• Identify employee strengths and growth areas
• To form the development needs of the employee and set the development vector
• Track employee development over time
• Develop employee leadership and social intelligence
• Identify team strengths and development needs

It is necessary to carefully apply 360 Feedback, or combine it with other methods, if the following actions are planned basing on the results of the assessment:

• Organizational and personnel decisions – promotion to a new position, relocation, reduction
• Remuneration and wage solutions
• Determining the person’s suitability
• It is required to evaluate the motivation, satisfaction, involvement of employees, relations between employees.

It should be remembered that the 360 Feedback is used primarily to assess the competencies of the employee, which are manifested today in his professional activities

From the book “360 Feedback at Work” written by Alexei Onischuk