Minisurvey: 360-Degree Appraisals Yield Superior Results, Survey Stows

Although the 360-degree concept is relatively new, it is catching on quickly, according to a recent survey developed by Compensation & Benefits Review (CBR) editors. Of the 756 companies responding to the survey, 13% use a full 360-degree system-employees receive performance feedback from supervisors, direct reports, and peers. Another 9% use a &dquo;partial 360-degree&dquo; system with, say, feedback from supervisors and peers, or from supervisors and direct reports. Moreover, companies using 360-degree assessments see their systems as having a superior impact on workplace behavior, compared with more traditional &dquo;supervisor only&dquo; feedback. The newer systems are better at improving communication between supervisor and worker, for example, in developing self-awareness, and in improving overall job performance. What is most surprising from the survey results, however, is that more than 90% of the companies with 360-degree appraisals use the results for personnel decisions, such as merit increases and promotions. This trend counters the advice provided by many champions of 360-degree assessment, who argue that the feedback should be used for developmental purposes only. The jury is still out, however, on the question of whether 360-degree systems provide better information for personnel decisions. j Other findings from the research include: : 9 Most companies use performance appraisal : for virtually all levels of management: 83% have an &dquo; appraisal system for senior management, 95% for