360-Feedback

360-degree feedback is a system where employees receive confidential feedback from their employer.  The system utilizes a battery of question and gathers information in a confidential and anonymous matter (typically from managers, supervisors, direct reports, and peers) and used the answers to help evaluate employees.  Employees also rate themselves based on the same constructs and their answers are compared to that of their fellow employees.  The gathered information is used to create a developmental plan to help employees with career development and help sharpen skills that might need improvement. 

360- degree feedback is best when used for development and not a means of punishment as it employees are more likely be honest  with one another and themselves if they not punished for expressing where they feel they/others need improvement and not expecting rewards for expressing their strengthens.  But what might be the greatest positive with this tool is that the system will automatically tabulate the results and present them in a structured format that will show correlations to support findings and highlight deviations. 

360- Feedback is a great tool in that it highlights how manager view progress.  If strategically constructed, 360- feedback enhances performance management as it provides each employee insight about skills and behaviors the organization desires out of its employees to accomplish individual goals and mission of the organization.  It also lets employees know how coworkers feel about their skill sets and on an intellectual level. 

Although 360-feedback can be a great asset, it can create problems too.  For starters if the questions are too vague, raters will have a hard time translating, creating confusion and disparity during observation.  Another problem, raters in some cases are not able to remain professional and comments become personal rather than constructive.  Follow-ups tend to be a “one and done” scenario.  This process should follow the annual review process and be revisited periodically.  This allows employees to gauge their progress and criticisms are not see as personal and are better equipped for developing skills.   But most importantly, the process has the potential to lack confidentiality.  HR needs to train all parties and highlight the entire process.  This includes conveying quality and assurance so parties understand the process and what is expected from the results.   This way an employee is just as comfortable discussing and rating strengths as they are focusing on weaknesses.

Advantages and Disadvantages of Teams

I believe we all have had experiences working on teams, or witnessing outcomes associated with concepts associated with teams.  Truthfully, being part of a team is a great way to pull resources (skills) to reach goals, and learn from ideologies that can sharpen one’s skills.  A good team will take advantage of individual’s skill and align them in ways to achieve the overall mission.  As a chain is only as strong as its weakest link, a good team will take advantage of individual’s talent while increasing effectiveness and efficiency not found when individual’s work alone.  But in order to gain the most from a team concept, its best to understand the greatest advantages and disadvantages in order to construct the best strategy for one’s team. 

   

One of the first advantages is that the work is divided among team players.  This division of duties reduces workload while focusing on the skills of the individuals that will help produce first-class caliber outcomes.  Furthermore teams create responsibility that showcases accountability of an individual, while building friendships.  This is an integral needed attribute in formulating leadership which helps individuals become effective followers.  Finally I feel teams helps individuals learn how to manage projects that helps motive oneself and across all organizational sectors.

 

Working on a team also comes with disadvantages.  For starters, if individuals are not willing to share different ideas and strategies are not challenged, this concept will create a group-think.  When this occurs, learning is stalled, skills become stagnate and the organizational culture is compromised.  Social loafing can also cause conflict within the team, as this concept can mask the true level of input of individual’s workload, and dedication.  Another issue found in teams occurs when individual’s skills do not match the game play, creating a “marriage” of inequality.  The most important thing about team work and team building is to remember that one must remember an effective team is one that is aligned with the organization’s mission and wants positive results that address the overall mission of the organization.