First in a two-part series. This is the first of two posts about 360-degree feedback in performance evaluations. This week we discuss why this method of assessing performance is problematic. Next time: better ways to use this feedback to improve individual business relationships.
Someone asked me recently about performance evaluations, specifically, whether 360-degree feedback in performance evaluations was useful. The argument in favour of them is that by getting a feedback from not only your manager, but also your direct reports, internal clients, external clients, peers and . . . whomever else you can