"360° employee feedback surveys are one of the most common HR practices, but unfortunately, that popularity may have led to a degree of complacency ... After years of extensive research on the 360° process, I have found that there is far too little focus on the potential problems and the many weaknesses associated with the process." These are the words of John Sullivan, a world-renowned consultant in the field of human resources and current professor of management at San Francisco State University. In two articles on ere.net he summarises the 40 most common problems of 360-degree feedback.
Sullivan divides the 40 specific problems into seven categories. This article provides an overview of problems in the first three categories; the second article will cover the other four. The original articles, with a more detailed description of the problems, are available below (link Source).
1. Problems with the impact of 360-degree feedback on business
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360-degree feedback may not directly affect performance improvement.
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"Soft" goals make proving the impact on business more difficult.
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360-degree feedback works with historical information.
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Face-to-face communication and even internal social networks may have a greater impact on the effectiveness of leaders.
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360-degree feedback can limit other forms of communication.
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A high score in the 360-degree feedback may be a by-product of, not the reason for, employee performance.
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The score in the 360-degree feedback can be influenced by external factors.
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A high score in the 360-degree feedback may not affect turnover.
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Employees can perform excellently without liking the style of their bosses.
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360-degree feedback is a tactical rather than strategic matter.
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Feedback alone does not mean productivity or output.
2. Problems with using the results
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It is very difficult to reach a clear conclusion.
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Scores of all employees are treated as equivalent, regardless of their actual performance.
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Surveys describe the current state but do not ask employees to offer solutions.
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It is very difficult to identify the strongest possible subsequent actions.
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It may take a long time to improve the results of these actions in both research and business.
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Due to anonymity, you cannot precisely target your actions.
3. Problems with employees
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Employees may purposefully manipulate their answers.
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They may be forced to evaluate things they have never seen before.
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They may not know precisely the work objectives of their managers.
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Representatives of different sexes, cultures and age groups are satisfied and dissatisfied with different things.
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Trade unions may discourage employees from 360-degree feedback.
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