A 360 degree survey, which you can find at www.grapevineevaluations.com, is an example of an employee evaluation tool you can use to evaluate your employees for developmental purposes. The survey helps to improve employee performance, improve their efficiency and in turn the productivity of your business increases. This survey also helps employees recognize their strengths and weaknesses. It’s also possible to use the survey for appraisal purposes since it also evaluates workplace competencies.
How The 360 Degree Survey Works
Employees receive confidential and anonymous information from those who work with them including managers, supervisors, and even peers with this evaluation tool used as a system for feedback. The surveys are through online forms containing different aspects of the workplace and the employee getting the information also fills a self-assessment form with the same questions. In essence the 360 survey helps to measure competencies and behaviors of your employees, subjective areas such as teamwork and also gives feedback on how others view a specific employee. The survey helps the employee understand their effectiveness in your organization. The surveys also help in team development and assessing the training needs for your company based on skill deficiencies noted.
360 Survey Questions
In a survey done by the American Society for Training and Development (ASTD) in 1999 of over 750 firms, majority of them revealed they rely on employee feedback through these surveys. However you have to understand that the wrong approach especially in question formulation can backfire on your organization. Though it is an excellent employee evaluation tool, the 360 degree survey can cause suspicion when not well formulated and introduced. Here are some considerations when formulating the questions:
• Single focus
A lot of issues in one expected answer should not be found in questions. Each question must address one topic. For example, a very good question could address whether a manager demonstrates a willingness to lead.
• Measurable and observable
Ask questions on behavior that can be seen or envisioned by the participant.
Questions must be clear to avoid getting the wrong feedback which leads to incorrect deductions and developmental planning. For communication competency, ask the participant to expresses ideas clearly.
• Short questions
The participant might get bored along the way and the views on the employee under review might change due to irritation. Be sure to succinctly form questions so that the survey is useful and not detrimental.
Give the participants a few questions that can be used to get their input. Such input might not be attained in the scalable responses.
• Applicable scales
The rating and syntax will need to change depending on the specific question.
Keeping this in mind, you are able to effectively administer the employee evaluation tool successfully.