360° feedback by Leap Afrique

 

360 degree feedback, sometimes simply called 360 feedback, is an appraisal system that gathers feedback on an individual from a number of sources who know the him / her, typically colleagues, direct reports and customers. It is usually used as a learning and development aid and its key benefit is that it gives individuals a better insight into their skills, performance, and working relationships than more traditional appraisal arrangements based on line managers’ assessment alone.
The individual seeking feedback (the appraisee) typically completes a self perception questionnaire, and then asks around 6 - 10 others (the respondents) to give feedback using an identical questionnaire.
The respondents are often arranged into groups depending on the relationship they have with the appraisee; for example senior, peer, junior, client. This gives the appraisee an all round (hence 360 degree) view of his /her performance. It can work particularly well in flexible organisations where the appraisee may be part of several teams or work autonomously and the line manager may not have full visibility of the contribution he / she make

360 degree feedback, sometimes simply called 360 feedback, is an appraisal system that gathers feedback on an individual from a number of sources who know the him / her, typically colleagues, direct reports and customers. It is usually used as a learning and development aid and its key benefit is that it gives individuals a better insight into their skills, performance, and working relationships than more traditional appraisal arrangements based on line managers’ assessment alone.

The individual seeking feedback (the appraisee) typically completes a self perception questionnaire, and then asks around 6 - 10 others (the respondents) to give feedback using an identical questionnaire.

The respondents are often arranged into groups depending on the relationship they have with the appraisee; for example senior, peer, junior, client. This gives the appraisee an all round (hence 360 degree) view of his /her performance. It can work particularly well in flexible organisations where the appraisee may be part of several teams or work autonomously and the line manager may not have full visibility of the contribution he / she makes.