Should 360 Degree Feedback Be Attributable?

By Author: Alexander Page
Total Articles: 8
Comment this article

Discussion has indicated that most groups carrying out a 360 degree appraisal prefer to present the resultant feedback in an anonymised form. The reasons for this choice are fairly obvious; people are more likely to offer their honest opinion if others won’t know it was they who gave it. But does anonymising the data really ensure a better quality of data? Might not knowing who said what help implement the changes the appraisal throws up?

It’s difficult to take criticism at the best of times. Even if feedback is offered with the best of intentions and everyone involved wants to improve the overall quality of work, we as a culture simply are not ready not to take things personally. It’s no surprise therefore that many groups which conduct a 360 degree appraisal shy away from attributing particular feedback to particular individuals. This is particularly true if the group is new to this form of appraisal and half those involved are still asking, “What is 360 degree feedback?” There may be a lack of trust in both colleagues and the process.

Assuring those involved in the appraisal that their feedback will ...
... be anonymised therefore seems a logical step. “After all,” the reasoning goes, “people will be more open and honest about what they see as the weaknesses and strengths of colleagues if they know it won’t get back to them who said what” This supposition is backed up by a survey conducted by 3D Group, which found that 96% of 360 degree feedback programme managers had promised anonymity to those involved in the belief that it would lead to a more open and honest appraisal.

However, the fact that the majority of people running a 360 appraisal subscribe to this view doesn’t necessarily make it correct. After all, it may be that we feel we can say anything. If our comments are going to be anonymised, then we’re not going to be called on what we say or asked for further clarification.

The trade off for greater openness in the feedback supplied is a potential disquiet in those being discussed. The answer may be to offer a confidential, attributed form of the 360 degree feedback to managers and others in similar higher positions, whilst an anonymised form will be of sufficient benefit to wider group discussions. Feedback from the managers themselves should always be attributed: being in a senior position, they are expected to have an analytic and qualitative view of how those under them are performing and for this reason their feedback is generally more readily accepted. You may also wish to warn clients in advance if they should expect any particularly difficult feedback before sending them the full report. Forewarned is forearmed, as they say, and this can allow clients to set up the most effective internal systems to deliver the feedback.

Talent Innovations are an expert consultancy and management service, specialising in providing online 360 degree feedback. Visit their website for more information on the services they offer and expert insight into your working environment.
Click here