In some situations, personal and business qualities of the employee are required to accurately and accurately.

For example, in the company for the second year there is an approved model of employee competences, and the personnel office is puzzled: how to determine the dynamics of the development of competencies compared to last year?

Or, let's say, at the time of maternity leave of the head of the executive department, one of the talented specialists was appointed. The results of the department are preserved at an acceptable level, the pace of work has not changed. A specialist inspired by experience in a new position is not against rush and go to the adjacent department for a leadership position. How to determine the level of development of qualities for the transition? How to get information about how managerial competences executing - what turned out, and what is needed to "pull up"?

A long time and successful sales manager wants to work with larger customers, expand the selling range. It is necessary to determine which qualities interfere with advance on, and which helps to perform existing functionality. How to be?
Such situations often occur in the work. To resolve them, there are many ways, assessment methods. In this article, we will look at one of them - the so-called 360 degree method.

The essence of the 360 \u200b\u200bdegree method

The ideal tool that obtain a versatile additional information on the working behavior of an employee close to an objective assessment of its qualities is a 360 degree method. As is known from geometry, 360 degrees is a trajectory that describes the circle, which implies a comprehensive assessment not by one person, but a few, with respect to the estimated in various status and relationships. Upstairs - direct supervisor, side - colleagues, partners, customers, below - subordinates. In the center - the evaluated itself. The evaluation process comes down to obtaining information on the manifestation in the behavior of the business and personal qualities of a person. Competence of employees are usually evaluated for the following purposes:
- Definition of the development zones of the employee;
- comparison of competencies for a certain period (month, quarter, year, etc.);
- identifying different opinions about the strengths and weaknesses of the employee;
- identifying the compliance of the competencies of the employee the required level, standards.

Advantages and disadvantages of 360 degrees

As practice shows, it is not necessary to rely on the estimate of 360 degrees for making serious personnel solutions. This method cannot be called 100% objective, it does not allow to assess the quantitative performance indicators, the potential of the employee, its motivation for development. You can get data in real time, only "here and now."

The advantages of the method:
1. The method is enough prostin the development, application and interpretation, this does not require third-party experts. You independently determine the list of evaluating. Not necessarily the presence of special professional and psychological knowledge at a conducting assessment. (But it is necessary to make sure that the evaluated qualities should be equally understood all the evaluation participants.) Knowing that it is necessary to estimate, you can submit quality in the form of a description, a list of behavioral indicators and create a questionnaire. How to prepare personnel to conduct an assessment, develop a methodology, to conduct a procedure, provide feedback and draw conclusions, easy to learn from a variety of open sources (HR-portals, media in personnel management, sites of specialized companies, etc.). In case of uncertainty, it is always possible to practice, conducting an assessment of a small group.

2. Multiplicity. You get a lot of additional information. For example, you can see a general trend in the development of competencies of the estimated, carry out a comprehensive versatile analysis of the results, assess the attitude towards a person. The worker gets the opportunity to compare his opinion with the opinions of others - subordinates, colleagues, leadership, customers. It is very useful to reveal the affected or overestimated self-esteem.

3. Visuality. The results can be submitted not only in the form of a description, but also in the form of a table, graphics, diagrams, etc. Let us give an example.

Disadvantages (risks) of the method:

1. Subjectivity. It is not possible to avoid it, especially if people who communicate with each other are chosen in the appraisers, and the closer, the subjective will be the assessment. Those who are disliked, improve estimates, those who are sympathetic, are overestimated (not necessarily consciously). Sometimes colleagues even fill the questionnaires together, confidentiality is not respected. It happens that people are afraid to put real estimates, because the method does not imply anonymity. Customers and partners, as a rule, do not set low estimates, especially if they are selected by the estimated themselves.

Participation in assessing a large number of appraisers does not always ensure its objectivity. The assessment is influenced by personal relationships, the availability of conflicts or just a competitive motif (when the assessment is carried out in order to identify the best employees). These factors can compensate:
- together with the 360 \u200b\u200bdegree method, use other methods that are not based on the view;
- choose evaluating with presumably different attitude to the estimated: loyal, disloyal and neutral;
- Ask to argue high and low estimates, leaving a place to comment at the end of the questionnaire.

Example:

2. The ambiguity of the wording in the questionnaire. Assessed qualities should have a unambiguous interpretation and be understood by all the participants in the process equally.

Take, for example, the competence "skill is planning working time." A colleague believes that since the estimated carefully behaves in the Outlook program carefully, then with his planning everything is fine, and puts a high rating. The subordinate sets a low assessment, noting that it is evident almost daily, gives tasks without taking into account the temporary resource and itself is often in a state of cealing. The head knows that the list of affairs in the program carefully writes to the program, but, as a rule, does not adhere to the plan, it takes for everything at once, distracted, etc. It turns out a high assessment in relation to planning "on paper", but low on the implementation of planning, As a result - the average.

Now we describe the competence of "skill planning working time" as some behavioral indicators, in particular:
- daily leads a list of planned affairs;
- able to place priorities, separating important and urgent cases from "Teaching";
- adheres to the plan;
- analyzes the causes of default.

If you work with this list, the assessment will be differentiated and accurate, weaknesses will be visible and zones for the development of the evaluated.
We give a list of competence of the "Loyalty to the Company".

There is another trick - mix the qualities and competences of one order in the questionnaire. This makes it difficult to process, but increases reliability. Otherwise, people filling the questionnaire read similar characteristics and automatically put the same estimates. If different parameters are mixed, estimating less often will try to remember what evaluation it has put a similar description. After all, in practice, hardworking, the painstaking worker is perceived by us as a productive, loyal, as customer-oriented, etc.

For example, a description of the competence of the "result orientation" may contain such indicators:
- evaluates its work on the result achieved;
- shows perseverance in achieving the goals and overcoming obstacles, failures do not "knock out of the gauge";
- able to work in a shortage of time, effectively distributes working hours with a large amount and rapid change of tasks;
- Performs work on time and brings started to the end.

One employee performs tasks on time, but does not focus on the result achieved - he does not think about it, but does the speed for speed. Another, making a time-consuming analytical report by a term, but faced with difficulties, spent a lot of personal resources, constantly complained about the lack of time, creating an unnecessary panic, emphasized the frightening volume and difficulty of work, attracted attention. Evaluation of the parameters of the same competence "Orientation on the result" of these two employees will be different, although both of them cope with their work.

And do not need numbers! Form the scale as descriptions or as an assessment accompanied by a description. If you want to get an estimate in the form of points, decipher them, for example:

5 - the level of skill, allowing to exercise this quality in excessive conditions, develop its standards and teach others;
4 - the level of expanded experience, allowing to show quality not only in standard, but also in difficult conditions;
3 - the level of basic experience, allowing to show quality in most working situations;
2 - the level of development when business quality is not always manifested, but the employee already understands the importance of its manifestation and tries to develop it;
1 - quality is not manifested.

And be sure to leave the "No Information" field. In this case, the evaluation will not be a sense of distance in the selection framework.
3. Labor intensity. If you need to evaluate a large number of employees (more than ten), it is manually for a long time. To resolve this difficulty, try to maximize the process (for example, you can use the Excel program). This will reduce the risk of inattention errors.

Conclusions based on 360 degree ratings

So, the study with the method of 360 degrees includes:
- profile analysis (receiving a profile of competencies in the form of a graph);
- Matrix analysis (partitioning results on self-assessment scales and evaluating those surrounding four zones: the strengths, weaknesses seeking a strong side seeking to weak);
- analysis of the difference between the assessment and self-esteem (which the person overestimates or underestimates himself);
- analysis of the difference between the actual behavior of the employee and the required;
- Analysis of professional qualities separately and in aggregate.

In addition, we learn how to perceive the immediate direct supervisor, colleagues and subordinates, and, creating a single idea of \u200b\u200bthe ideal, will be able to rank employee competences, including from the point of view of their relevance.

And last: that the estimate of 360 degrees is effective, in time, provide the estimated feedback: the results of the assessment can be the basis for the development of an individual employee development plan, it may even cope with it on its own.

Read also

Articles of this section

• Independent assessment of qualifications

  In order to stimulate employers and citizens to participate in the system of independent qualification assessment, changes are made to the Tax Code. And amendments to the Labor Code provide guarantees and compensation to employees during the period of independent qualification assessment.

• Sanpin for jobs

  Sanpine 2.2.4.3359-16 "Sanitary and epidemiological requirements for physical factors in workplaces" (post. Chief State Sanitary Doctor of the Russian Federation of 21.06.2016 No. 81). New SanPiNs establish sanitary and epidemiological requirements for physical factors of non-ionizing nature at workplaces and ...

• Implementation of professional standards in the organization

  For several months now, in some cases, professional standards must be applied. In this regard, the company should clearly submit the procedure for introducing professional standards, as well as consequences and responsibility for their non-use.

• What is a psychotype?

  HR, especially not burdened with psychological education, they love the word "psychotic". "This candidate does not suit us in a psychotic!". When you ask what it is, and what psychotypes are, usually hear something about introvers and extroverts. Still remember choleric and sanguinics. To the question of which psychoticipa includes this candidate, and what psychotypes in the company are preferred, the intelligible response does not usually happen.

• How to create a model of competencies in your company, without serious costs

  One of the most effective ways to create an effective personnel management system is to develop competencies. Such work is carried out so that the company's strategic goals can be correctly formulated and easy to implement. Thanks to the proper development of competencies, the head will be able to properly voice staff standards and increase the efficiency of its work.

• System approach in organizing and holding ASSESSMENT CENTER in the company

  Currently, the Assessment Center Assessment Center is most often held as a one-time project to solve specific personnel problems. Such tasks may be the selection of the best when taking a job, an assessment of the conformity of managers or sellers, the formation of a personnel reserve, conducting an internal competition for a new vacancy, to identify what to teach key employees.

• Define how loaded accounting

  How to figure out why employees do not cope with work? Maybe they are overloaded and needed additional staff, or do they not work out enough effectively? With a literate load distribution, a state can be reduced without reducing the efficiency of work.

• Staff Assessment and Certification

  Concepts Evaluation and certification of personnel are often confused. For a personnel specialist, it is very important to be able to distinguish between the evaluation - one of the most important tools for working with staff - from certification. After all, the latter is strictly formalized by the procedure regulated by labor legislation.

• New procedure for certification of jobs

  From September 1, 2011, a new procedure for certification of jobs under working conditions began to operate. The document is regulated in more detail by the regulations for this complex procedure, the composition of the participants, their responsibilities and requirements for them.

• Documentary registration of employee promotion

  In the promotion of labor, the public recognition of labor merit, the provision of honor to a separate employee or a group of workers who are expressed in the form of an application established by the current labor legislation, benefits and advantages.

• We appreciate the staff according to the rules: the state of certification

  Certification is one of the most common forms of staff assessment. But unlike other forms of periodic evaluation, the certification is the only estimated procedure provided for by law, and therefore requires special care in terms of documentary design.

• Audit of personnel management services: Choosing criteria and evaluation indicators

  Modern trends in the activities of organizations are related to the increase in the role and importance of scientific personnel. The leadership of large and medium-sized companies begins to clearly understand that without competent specialists and motivated workers, it is almost impossible to achieve success in business. ...

• How to cure staff assessment?

  For staff assessment seminars in the Moscow Business School, I always start with a brief survey of participants: who has staff assessment? Who she works well and ...

• Personal Certification Regulation: Legal Subtleties

  Legislation does not oblige all employers without exception to certify their employees - neither in the Labor Code of the Russian Federation, nor in another regulatory legal act of general industry and compulsory nature, it has not been established that any employer must periodically check ...

• Tools of practical verification of development of leadership competencies
• Underwater stones, or what awaits you in the process of certification

  After the publication of the relevant documents begins, perhaps the most difficult part of the work, which falls on the shoulders of personnel managers - work on the explanation of the goals and objectives of certification and overcoming resistance, inevitably emerging among employees. First of all, it is important to understand and be able to convey well that the certification is not a punitive measure, but the necessary tool for the development of the company.

• Assessment Center: Personnel Evaluation and Development Technology

  For the first time, Assessment Center (hereinafter referred to as the Assessment Center) as a personnel procedure was applied to AT & T in 1954 within the framework of the research program, and already in 1958 it began to be constantly used to assess the readiness for management activities. In the 60-70 years, many American firms have created personnel assessment centers (IBM, "Oil Ohio Standard", Sirs Robaks, etc.). In 1970, 100 firms had evaluation centers, and in 1980, about 2 thousand were already.

  From about 1998, this technology began to actively adapt and develop by Russian consulting companies, and since 2001, it is used everywhere in Russia.

• When do organizations need a comprehensive assessment?

  The system of certification and evaluation of personnel is an important element of human resource management. The principal condition for the effective operation of the assessment system is its integrated nature, taking into account the entire variety of tasks solved by a specific organization in the overall personnel management system. Today, companies use two concepts: assessment and certification of personnel. We give the most general definition of these concepts.

The method of assessing the "360 degree" personnel is an event, the essence of which is to collect information about a specialist or a group of employees. The assessment is given to persons who interact with specialists in the work environment.

The method is based on the assessment of his leadership, colleagues and customers. Self-assessment is taken into account.

The method can be used not only to assess those working in the organization of specialists. First, the team or environmental environment can estimate the company's work. Secondly, using this method, it is possible to evaluate the work of the company's division.

The method is very popular. Since the specialist evaluates the environment, then it is possible to obtain objective data, which then can be used to develop corporate competencies, develop personnel retention programs. The information obtained during the study makes it possible to carry out effective training for the reserve, improve the efficiency of the employee.

In addition, the use of the method allows you to establish a dialogue between the head and subordinate, makes it possible to identify the needs of personnel.

The valuation tasks include obtaining information about the specialist. This allows you to identify those areas that require development. In addition, the task may be to develop new principles of corporate culture or movement of specialists within the enterprise. Consider that the results of the assessment cannot be used to revise the size of the salary. Of course, there are other ways to assess specialists, but the method of "360 degrees" is used most often.

Stages of evaluation

The assessment of the staff consists of several stages:

1. First you need to clearly define the goals of the procedure. It is important to identify the tasks and give a detailed description of the technique. At this stage, information is specified about who from the personnel has access to data. Specify the categories of respondents. Management should determine how often the event will be held.
2. Determine the person who will choose appraisers. This can make an employee or management of the enterprise. There is another moment to pay attention to. It is important to determine how the selection of respondents will be made. It may be the responsibility of the staff, but the person responded is able to become and at their own request.
3. For each position, personnel specialists develop their competencies. Then the questionnaires are prepared, in which there are behavioral indicators for each competence. You can use a standard questionnaire, but often it is developed for one task. It is better to prepare a completely new questionnaire.
4. At this stage it is important to determine the list of employees whose activities need to be appreciated.
5. A list of respondents is drawn up. It is these people who will evaluate a specialist. For the assessment form a group of 7-15 people, it includes employee managers. It may be a higher or direct chief. In addition, the group includes customers, subordinate and colleagues from different departments, includes an estimated employee.
6. At this stage of all participants inform about the essence of the procedure. The person responsible for the assessment conducts a presentation or seminar. Instructions can be delivered to respondents on mailing.
7. The respondents send questionnaires that they must fill out by assessing the activities of the employee. The easiest way to respondents send links to the site from which they will answer questions.
8. At this stage, the respondents fill the questionnaires in electronic form or on paper.
9. Processing responses and preparation of reports. It is best to use a third-party provider resource procedure. This guarantees objectivity and confidentiality, because people will be able to be more frank if they know that their answers are not available to colleagues and management.
10. At this stage, managers are trained to conduct a conversation with subordinates. This may be a business coaching course, which will be affected by the methods of personnel management.
11. Informing employees whose activities were assessed by respondents, on the results of the event. Typically, the results are reported during a personal conversation.
12. After that, a plan for the further development of professional skills of employees is formed. Trainings are planned, employees are moved. If necessary, measures are being developed for changing corporate culture.
13. Completes the process of assessing the coordination of the budget for post-service activities.

Typically, the assessment is repeated every year.

Advantages and risks of the method

The assessment is favorably different from other methods, because the staff, participating in the assessment, feels their significance. People do not just get the opportunity to express their attitude, they realize that the opinion of each person is important for the company.

The assessment is flexible, it can be adapted, given the needs of the organization.

The method increases the confidence of employees, contributes to the establishment of feedback from manuals with staff, because employees themselves are acting as evaluating persons, and not invited by experts.

The methodology takes into account the opinion of the organization's customers. The assessment ensures high objectivity of the results, since a group of people takes part in the event, and not one head of the estimated employee.

The procedure has a fairly low cost, it is cheaper than other types of assessment, of course, if they recalculate per person.

Separately, it is worth considering the risks of the procedure. Evaluation of personnel and research that are manufactured in the enterprise belong to labor-intensive processes requiring the high qualifications of the organizers. In addition, to the procedure itself, data processing and writing reports are required to highlight the reserve. If there are hundreds and thousands of people in the enterprise, the data processing is complicated, the likelihood of errors occurs.

Reliability can be reduced due to a number of factors. Many employees who fill in the questionnaires are concerned about privacy. Finally, if there was no preparation of employees before the start of the assessment, the staff did not receive detailed information on the purpose of assessment, then people can resist the procedure. The questionnaires will be filled in a hurry, information can be distorted.

All risks listed above can be controlled. To do this, automating the "360 degrees" method is widely used. The staff can fill out questionnaires on the site, data processing occurs automatically. Reports are generated in the same mode, it reduces the likelihood of error.

The most common mistakes

Errors are as follows:

1. Development of procedure by a specialist who does not have due experience. Organization of such an event and preparation of reports after completing the study requires developments. It is very important that at first a personnel assessment of the staff engaged in an outside provider. When the procedure is completed, representatives of the company can teach the method of personnel organization.
2. Evaluation of all competencies. You do not need to do this, to explore only those specializations that are important for the company.
3. Forcing employees to participate, while there is no PR campaign before the start of the procedure. It often leads to unrest among staff. That is why even before the beginning of the assessment it is worth conducting preparatory seminars. Employees need to explain the goals of the event. You can invite employees to the presentation. Tell them how the management of the company is going to use the results obtained.

The assessment helps an employee to find out the attitude of others to his professional activities. In addition, he gets the opportunity to learn its strengths and weaknesses.

The method of estimating 360 degrees allows employees to provide confidential feedback from managers, colleagues and subordinates. Usually 5-20 people fill an anonymous questionnaire, which includes issues covering the necessary spectrum of personal and professional competencies.

As a rule, a 360 degree questionnaire includes issues that are measured on the rating scale, but may also contain open questions. Member of the evaluation receiving feedback also fills the questionnaire for self-assessment purposes.

The advantages of the 360 \u200b\u200bdegree technique is that it avoids the problems associated with the estimates who put exclusively the bosses - the estimate of 360 degrees takes into account the views of the wide range of colleagues (from here and the name of the method). This avoids the problems of the subjectivity of the opinion of one person about employee performance.

Are you planning to evaluate personnel? Below is an example of a 360 degree questionnaire, and a brief guide to apply the method.

Step 1. Determine the valuation goals

Your goals determine how you use the 360 \u200b\u200bdegree method, as you present it within the organization and how you use the survey results. For example, several frequent targets for evaluation:

1. Make sure your employees have the competencies necessary for work.
2. Development of employees, improving the performance of work at the expense of working on their weak parties

Step 2. Enjoy the support of the manual

The leaders of the Organization should be interested in the assessment of 360. When management does not show interest in conducting research, your employees understand this, and do not pay due attention to participation in the estimation of 360 degrees.

To attract and interest the management in the implementation of 360 degree techniques, first of all it is necessary to explain the reasons for the study, and put clear goals. The direct financial argument is an important factor - as considered in our previous articles, the correct assessment of the staff can lead to significant results, namely up to 25% increase in sales and productivity of employees.

Step 3. Explain to the participants of the estimate goals

Remember that the process of obtaining estimates may be noncomptane for some people. You must remember this, and do everything possible to help an employee feel comfortable in the process of assessing and receiving feedback.

It is extremely important to explain the purpose of the assessment. If participants do not understand and do not trust your intentions, they can sabotage the assessment of 360 degrees. For example, if you spend a survey for the development of employees, tell them about it directly. Let people know that they will not be fired, or lowered in position on the basis of the results.

Highlights to explain to employees:

1. The company holds a new type of personnel assessment called 360 degree method.
2. What is the purpose of assessment - see step 1.
3. How will evaluate.
4. What benefits will receive participants and the company.

Step 4. Determine what competencies need to be assessed

You can appreciate anything - including hairstyles and manicures of employees - but the most common criteria include:

1. Work competencies
2. Styles of behavior
3. Motivation of employees

Try to restrict ourselves to the most important competences so that the profile 360 \u200b\u200bcontains no more than 50 issues. The example of the questionnaire of 360 degrees given in this article estimates 4 competencies with 14 questions - the shorter the questionnaire, the greater the likelihood that participants will be able to appreciate sufficient attention and complete it on time.

How to choose the necessary competencies? Some organizations are constantly updated with a list of basic competencies required from both all employees and competencies required for certain roles. If you are using an online testproof system for evaluating 360, then you can choose from the list of competencies those that are relevant to your organization.

Step 5. Decide who will evaluate, and who receive feedback

You must determine who will receive feedback - those employees who will evaluate. After that, you need to choose the participants who will set the estimates - for this there are two ways:

1. Those employees who receive evaluations themselves choose their own appraisers, and then receive approval of their manager.
2. Manager himself appoints appraisers

Most often, the first method shows the best results - because employees pay more attention to the feedback from people whom they know well and respected.

Step 6. Ask the participants to fill the Questionnaire 360 \u200b\u200bdegrees

Separate the questionnaire participants. Those participants who receive feedback also should fill out a questionnaire for self-assessment. The results of self-assessment are an important component of the 360 \u200b\u200bdegree method, allowing to identify discrepancies between self-perception and how a person perceive others.

Collect the estimates together for each employee receiving feedback. Check out the missing assessment and remind the questioned participants to fill the questionnaire.

Step 7. Form reports and analyze the results

The report is formed for each employee receiving feedback. It helps to convey to them the estimates provided by all participants.

Estimates issued for each of the participants receiving feedback are aggregated by competencies. This provides anonymity and ensures that individual responses cannot be identified. For example, instead of seeing individual answers from each appraiser, the evaluated participants will see the average estimates for this competence from all colleagues. Manager's assessments are usually not anonymous. That is, the estimated employee will be able to separately see those estimates that the manager put.

If you are evaluating 360 degrees with more than 20 participants, think about the use of test sprofic testing system. Note that for each employee's evaluated, there will be a dozen or more questionnaires from evaluating colleagues. If a large number of employees receive feedback, the personnel department will be time consuming to handle the results manually.

Rating 360 degrees - The optimal solution that is aimed at collecting data on each employee and about the company as a whole to improve the results of personnel. During the application of the "360 degree" method, each participant conducts self-assessment, and is also evaluated by colleagues subordinate and supervisor), as well as clients with which this employee is directly related to work (optional). Who exactly will evaluate the employee depends on the purpose of the study.

Personnel assessment by 360 degrees allows you to compare the assessments that the employee pointed out during self-esteem, with the results recorded by his environment, and make the necessary conclusions regarding their strong qualities and development zones, as well as obtain versatile opinions about their work.
The data available after this event may also use the head of the employee: according to the survey results, he sees consolidated information about his subordinate, on the basis of which it can offer him an individual development plan (PDP).

The method of estimating 360 degrees consists of several steps:

1. Preparatory part. Formation or choice of questionnaire, choosing an employee's environment that will participate in the survey.
2. The introductory: conversation with the participants of the event to explain the goals and the survey methodology.
3. Survey of participants, summing up and preparation of reporting documentation.
4. Feedback to employees participating in the event.

Special attention should be paid to the feedback stage, involving an experienced expert in this process in order to prevent annoying mistakes and to carry out it as efficiently as possible.

The estimate according to the 360 \u200b\u200bdegree method is carried out in order to:

• To form a plan for individual development of employees involved in the study.
• Analyze and identify the volume of investment in the development of professional qualities of a particular employee.
• Formulate an action plan for creating a personnel reserve.
• To identify the methods contributing to the successful work of a specialist working to increase its desire to work in the workflow involvement.
• Provide the best understanding between the employee and the head using the feedback mechanism.

Feedback, carried out by 360 degrees, has its pros and cons.

Benefits of the method of assessing "360 degrees":

• The ability to objectively evaluate the employee, considering the opinions of several participants in the process.
• Financial benefits: the ability to survey by efforts of internal employees.
• Equality of participants: In the survey, not only the head "draws" a professional portrait of the subordinate, but the subordinate expresses its position regarding the work of the head.
• Nameless participants: Employees retain anonymity regime, which allows you to freely express opinions.

Method restrictions:

• You can not apply for such changes in the work of the employee, as a translation, increasing income, dismissal.
• When applying the method, we are talking about the competences of the employee, not including its successful results.
• There is an assessment of only signs currently relevant, without foresight further development of the situation.
• The impact of self-assessment of the employee for the total survey (if self-esteem is overestimated or understated, these studies may not have 100% reliability).

To reduce the influence of the weaknesses of the method, it is recommended to combine "360 degrees" with such methods as holding assessment centers, interviews, observation, passage of ability tests (numerical test, verbal test, etc.).

The rating of 360 degrees will be effective in cases when:

• the company uses a democratic style of work;
• management welcomes the execution of work with a team, joint efforts;
• most employees work for a long time;
• corporate culture is developed in the company;
• favorable atmosphere in the team.

"360 degrees": SHL rating method

SHL specialists have developed a tool - questionnaire "360 degrees"With which an effective assessment is carried out as a separate employee and teams of specialists. According to the results of the application of the questionnaire, optimal options for the further development of employees will be revealed, given the areas of limitation and the direction of development of competencies.
You can attract the organization and conduct a survey by the "360 degree" by the SHL expert command or perform research on their own, online,

Popular method for assessing professional competencies. We understand which tasks solves a comprehensive assessment, in which the pros, cons, and how to organize a survey.

The essence of the method

Rating 360 degrees is a good way to give an employee feedback from everyone to whom it interacts at work. This is the leader, colleagues, subordinates, in some cases even customers. On the terms of complete anonymity, they respond to questions related to the qualities of the estimated, which are important in its work. For example, initiative, the ability to work in a team, responsibility.

The goal is to help an employee to relate his professional self-esteem with an assessment of others, see their weak and strong places, problems and opportunities. Having done this, a person will be able to confidently apply developed competencies and "pull up" weak. For this, according to the results of the assessment, an individual development plan is drawn up.

Tasks that will help solve

Plant employee training

Having reveaning the level of development of human competencies, it will be possible to determine which courses or seminars to send it, whether he needs a mentor inside the company, etc.

Increase employee efficiency due to the growth of his self-consciousness

Learning more about your strengths and weaknesses, the employee will be able to act more effectively. Perhaps some of its quality surroundings are much higher than he himself. Having learned about this, he will be confidently applied.

Selection to the project team, new branch, personnel reserve

The 360 \u200b\u200bdegree method is a good way to fold the presentation not only about the specific qualities of the evaluated, but also about how it interacts with people inside the team. But consider that for selection in a personnel reserve or work on a complex project of one estimate 360 \u200b\u200bwill not be enough. In addition to competencies, it is important to evaluate Hard Skills, that is, professional skills and skills specific to the sphere and position.

Give a manager realistic understanding of the employee

A cumulative look at the competence of the subordinate will make the opinion of the head about him more objective. So, will help improve the quality of management and efficiency. A particularly noticeable result will be in extreme cases: if the employee is undeservedly quenched or, on the contrary, "walked in favorites."

Restrictions

1. Certification.
2. Career solutions: dismissal, promotion.
3. Salary solutions.

For certification, objective assessment methods are needed, and not the subjective opinion of others. That is, you need exams for checking special professional skills (Hard Skills), and not just overall competencies.

If you try to spend 360 degrees for the last two goals - career and salary solutions, you risk getting insincere answers, and therefore unreliable data. Some employees will underestimate the estimates, bring personal accounts, while others - to overestimate to "not spoil relationships."

Required conditions and principles

Respondents should clearly understand the purpose of the survey

It is important to explain to the respondent that the technique 360 \u200b\u200bis a way to give feedback to a colleague about its strengths and weaknesses. The result of the assessment will affect only the employee's development program.

Therefore, it makes no sense:

• Imagine estimates to reduce scores. After all, the assessment will not affect salary or career promotion.
• High evaluation to make a pleasant. After all, then the person will not see and does not work problems.

It is necessary to ensure complete anonymity.

Even the personnel manager conducting the survey should not know who exactly gave what answers. In addition, it is important to convince respondents to find out which assessments put it will be impossible. Otherwise, the likelihood of insincere answers and conflicts in the team is sharply increasing.

The assessment involves exclusively people who directly contact with the estimated

For example, connect customers only if a person works directly with them. For example, he is a sales manager.

A report on the estimation of 360 degrees should be available only to the expected employee and personnel manager, which conducted a study

Also, the results can be shown to the leader, if this is stated in advance with the employee.

Benefits of the method

Ability to get a versatile assessment of employee competences

We learn a vision from different positions. As a result, a comprehensive, quite realistic picture. On its basis, it is possible to build an individual development program for a particular person.

Increasing the loyalty of employees to the organization

The respondents see that for the leadership, their opinion is significant, they feel their involvement in the internal processes of the organization.

Increase customer loyalty

It is nice to customers that they are involved in the internal affairs of the company, they listen to their opinions. In addition, they see that the organization is working on the development of personnel, improves its work.

Disadvantages of the method

Limitations

The purpose of the staff assessment of 360 degrees is primarily the development of employees. For personnel solutions - raising, dismissal, changing salary - the method cannot be applied.

Stressability

A person feels "under the sight": he knows that now everything who works with him will put him grades. Therefore, it is important that HR clearly spoke with an employee of the goal of what is happening and clarified that the results would not affect the salary or decision to promote the service, but will only help to outline the further development vector.

Need to ensure complete anonymity

Without special software, it is difficult to do it. The optimal solution is to attract an automated service.

Laboriousness in the processing of results

The automated services that collect data are also solved this problem, and then form a ready-made report. It is possible to analyze these estimates 360 on your own, but it takes a lot of time at the HR specialist.

How to evaluate: Stages

1. Determine what competencies will explore. We choose only the qualities of the employee whose level of development of which directly affects the effectiveness of its work. To do this, you can use the company's profiles, corporate models of competences or a list of duties and key requirements for the evaluated employee.
2. We develop a questionnaire. Each competence needs to be assessed after a few questions, it will increase the realism of the results.
3. Think over anonymity.
4. We choose evaluating. It must be only those who directly contact with the estimated.
5. I speak with all participants in the survey of the estimation of 360 degrees.
6. We analyze the results.
7. We give feedback to the estimated and help to draw up a program of development. It is important to show maximum tactfulness, try to convey that low estimates of any competencies are the designation zones of development, and not a sentence.

Include questions-duk

To exclude insincere, random, random answers, some questions duplicate: Formulate in other words. The main thing is that the issues of duplicas are separated by test: going down in a row will be noticeable.

Do not ask more than 50 questions

If the questionnaire is too big, respondents will be tired and at the end can begin to respond, without thinking.

Accurate, unambiguous wording

Use the simplest, well-known words, specify the definitions. If everyone understands questions in its own way, you will not get an urgent picture. For example, instead of "do you consider A. required?" Ask "is it true that A. always complies with the arrangements?"

Option "I don't know"

Be sure to include in the answer options "I do not know" or "I do not have information" - it is quite possible that the manifestation of some qualities of the employee respondent could not observe.