360-Degree Feedback

Abstract

Originally started during World War II by the Germans, and later implemented by the Esso Research and Engineering Company in the 1950’s, utilization of the 360-degree feedback model is increasing in popularity. In this model, qualitative or quantitative ratings are collected from designated individuals, which may include supervisors, subordinates, peers, and internal and/or external customers (Dessler, 2010). Proponents of this model contend that it allows for a clear representation of behaviors, leadership skills, strengths, and weaknesses so that the individual may create a plan for personal growth and development, thereby improving the company as a whole. Opponents, however, argue that this model typically does not provide accurate data and must consider too many variables to be successful. Regardless of these arguments, the 360 feedback model is a very important component within Human Resources with nearly all Global 1000 companies implementing some type of multi-rater feedback instrument to evaluate key contributors and managers.

Keywords: 360-Degree Feedback