Introducing the Handbook
Welcome to the 2009 edition of our 360 Handbook. It's the Handbook's fifth year, it's grown steadily in both helpful content and reputation. Most of its chapters are based on articles published by People Management, Selection and Development Review, and the CIPD. In 2008, hundreds of HR professionals asked for copies.
The online Handbook is free to UK HR managers; to register please complete our Contact us form ticking the Handbook box.
For 2009 we have…
- included a databank of great 360 questions.
- added a new chapter on designing 360 feedback reports.
- updated every one of the chapters.
The 2009 Handbook uses the same helpful structure: getting started, design issues and 360's applications,and reference.
Getting started
Chapter 1: CIPD Factsheet. The Factsheet provides the essential information about 360 Feedback, but is comprehensive. If you are new to 360 this is the place to start. It's also a great document for introducing 360 to line managers. The Factsheet was drafted by Jane Coomber and edited and updated by CIPD staff in 2008.
Chapter 2: Project management guidance for succeeding with 360. Practical, proven advice on what to do, and what not to do.
Chapter 3: Participants' Q&As. One of the really important things to get right with 360 is explaining things to people and addressing their concerns. This chapter aims to do exactly that! It's a practical guide for individuals receiving feedback.
Design
Chapter 4: 360 Questionnaire Design. Every 360 project needs some careful decisions about the questionnaire's rating scale, questions, completion rules, etc… Originally published by Selection and Development Review (SDR) in 2007, this chapter outlines each of the big questionnaire design decisions, describes your major options, and offers practical advice.
Chapter 5: Questions databank - about 300 proven questions for your 360 questionnaire. Organised by keyword, so it's easy to access and adapt its clear, concise questions.
Chapter 6: 360 Report Design. There is an almost endless variety of 360 feedback reports - multiple ways of combining colours, statistics and graphs. Some work well some contexts; others create significant difficulties. You have a choice of 360 reports, and ought to choose the format and content that will work for your managers. This chapter is a guide to your main options.
Applications
Chapter 7: How to get 360 coaching right. Published by People Management in 2007, 'How to get 360 coaching right' describes a simple (but powerful) approach to feedback and action planning. It has lead a number of senior HR professionals to rethink how they feedback and coach with 360.
Chapter 8: Linking 360 Feedback and Appraisal. 360 Feedback can transform your appraisal process; for the first time appraisal can have helpful, precise competency information. But, use of 360 in appraisal needs some very careful thought. This chapter outlines the issues and offers some proven solutions. Its original version was published by People Management in 2005.
Chapter 9: Working with HR Reports. 360 HR reports are an essential tool for understanding your organisation and the levels of competence within it. But, there are some important limitations and things to know.
Reference
Chapter 10: Key research on 360. Broadly, this review of recent academic research addresses three areas: self-awareness, performance improvement, and what might be described as "noise" in 360 Feedback. It is technical, but there are important implications for practice.
Chapter 11: The Psychology of 360 Feedback. Don't be misled by the seemingly academic title of this chapter. If you understand how 360 Feedback works, you'll design and deliver a much better project. Published by SDR in 2006, the chapter explains how 360 Feedback changes perceptions and people. There are some important pieces of practical advice too.
Chapter 12: Checking 360's Validity and Reliability. Finding out how well your 360 questionnaire is working doesn't have to be a big, expensive project. This chapter presents some straightforward, low-cost steps, and it explains some of the technicalities, such as "validity".