What do you view as the most significant risks of using 360 degree feedback to make administrative decisions related to salary and promotion?
One of the most significant risks is misrepresentation and lying on 360 degree feedback. Many within can spite other colleagues and purposefully give misinformation to get stagnate the progress of someone else within the company. A quote from tha book states, “If the peers and subordinates like the individual they are being asked to rate, they are concerned about doing or saying anything that might hurt him or her” (Bracken, 199, pg. 1). False ratings to either boost or lower an individual’s score/abilities can lead to skewed results and flawed decision making.
What do you believe are some of the benefits of using 360 degree feedback for administrative decisions?
Some benfits is a deeper understanding of the individual who is being judged. For example at my workplace we have mini 360 feedback questions whenever we log into our company laptops, this can range from the performance, personality, and consistency of our HR manager and/or management from other departments. This data is collected at random and our regional center evaluates data upon the entries submitted. This data and is anonymous so therefore, there should not be any worry from being singled out if you give an honest answer if someone is underperforming. In this example, our regional center then makes a decision whether to audit our manager anc give extra assistance or other alternatives. This assessment can be used to evaluate management along with the company atmosphere/culture and also have self improvement in order to strengthen areas that need to be honed for success.
If you worked at a company that used 360 degree feedback to help determine salaries and promotions, what steps would you want put in place to ensure that the feedback was as fair and accurate as possible?
If I were to manage 360 degree feedback meetings, I will make sure that my fellow raters know that their answers will be completely anonymous to the individual who is being rated. I will have question that will go in depth and will require more than just a yes or no question as this is a person’s job on the line. For example, at my workplace there are clashes of attitude between colleagues, this may create a bias when rating. I will give a brief introduction to these fellow colleagues of what 360 degree feedback is, I will firmly state that misinformation and bias should be removed from their answers, judge as you wish to be judged.
What do you view as the most significant risks of using 360 degree feedback to make administrative decisions related to salary and promotion?
In my opinion, there are a couple of risks of using the 360-degree feedback to make administrative decisions. Two of the most significant risks are dishonesty and unreliable feedback. Sometimes, a rater is afraid of being truly honest about what they think about the recipient’s strengths and weaknesses because they are afraid of hurting the other person’s feelings. If the rater cannot give an honest feedback, the feedback will be unreliable because the information will be inaccurate.
What do you believe are some of the benefits of using 360 degree feedback for administrative decisions?
There are risks of using the 360-degree feedback to make administrative decisions, but there are benefits as well. Some benefits are the following:
Multiple perspectives can provide a deeper understanding than single-source feedback or self-assessment (Cherry, 2015). This is a benefit because the ratee is receiving unbiased feedback from multiple sources. This can help them capitalize their strengths and improve their weaknesses.
Career Development Opportunities. The feedbacks give an insight, and a chance for improvement, which can lead to an individual having the opportunity to get promoted.
If you worked at a company that used 360 degree feedback to help determine salaries and promotions, what steps would you want put in place to ensure that the feedback was as fair and accurate as possible?
Cynthia McCauley suggested a number of strategies that can increase accuracy, and I would follow those suggestions if I worked at a company that used 360-degree feedback.
The suggested strategies are:
Ratings are sought only from those people who have a close working relationship with the ratee (McCauley, 1997).
Raters rate only the dimensions they are ample opportunity to observe (peers and direct reports may rate different dimensions) (McCauley, 1997).
Raters are educated to recognize their own rating biases (McCauley, 1997).
Raters are rewarded for providing assessment data that results in good decisions (McCauley, 1997).
I really like her suggested strategies. I think that as long as people are well-trained and fully understand the purpose of the feedback, the feedback will be fair and accurate.
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