First, let's refresh the 360 landscape. The technique is now truly ubiquitous and a permanent part of leadership development in North America, 90% of Fortune 1000 companies use some sort of multi-rater assessment. However, as discussed in our last Navigator, there are still frequent abuses and inadequate methodologies employed. Organizations eager to catch the 360 wave simply sign up for mass administrations without the necessary follow up, or they still try to apply 360 results to promotion or performance management and politicize the process.

Nevertheless, 360s have definitely proven to be an exceptional development experience. A recent review concluded they do work: "In summary, there is sufficient evidence (in 8 independent studies) to conclude that upward feedback can improve job performance, especially for those with initially low levels of performance¹."

And current best practice still includes these guidelines:

• Use 360s for development only. Create firewalls and safeguards to prevent 360 results from leaking into other talent applications.
• Make sure your organization is ready for upward feedback (this is the REAL issue with implementing a 360 program). Here are some key questions to test your readiness:
• Does your culture view learning and changing as keys to success? Does it understand that feedback is essential to that end?
• Do your employees feel free to speak up without fear of reprisal?
• Do managers view open communication as essential to a successful and flexible organization?
• Will managers use what they learn to make changes relevant to their personal and departmental success?
• Will manager discuss the results with their teams so they can see that their input matters?
• Make sure your 360 survey is measuring a valid, relevant, well-defined and well researched competency model. Too often, organizations become enamored with the delivery system (software) or the cosmetics of the feedback report (color graphs) and forget the most essential element is the criteria being measured.
• Include training and certification as a part of your 360 roll out. Do not assume that even HR partners understand all the rationale and methodology for conducting a best practice survey guided process.
• Keep raters anonymous. Confidentiality of the rating system is a factor in user acceptance of the rating system. Research shows that when raters were identified, they gave higher ratings because they were concerned about the repercussions of giving lower ratings. This was especially true of peer ratings.
• Include a best practice developmental planning and coaching process with the 360. Ensure the basic rules of feedback - understanding, ownership and action - are all contained.
• Keep 360 assessments at least a year a part. This reinforces the developmental nature of the survey (allowing time for participants to absorb the feedback, choose a developmental area, and execute a development plan). More frequent administrations will have participants tripping over the last survey's feedback and unable to create enough of a behavioral track record to register a noticeable difference in raters.

Like all training, one of the threads that run through these best practice tips is a disciplined and well administered process that includes follow-up, not only with the participant, but also on the efficacy of the methodology.

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� 2016 Organization Systems International