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13 Common Mistakes Using 360-Degree Feedback
Here’s how to avoid some common mis-steps when implementing multirater feedback
 By Scott Wimer & Kenneth M. Nowack ____________________________________________________________

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Imagine having returned from a conference where you heard reports on the power of 360-degree or multi-rater feedback. Excited by the Prospect of introducing it in your organization you start sharing your enthusiasm and find that others are interested and receptive. After much discussion, you receive the go-ahead from your manager. Now, your challenge is to figure out the best way to implement it. First, you decide to do some informal benchmarking. As you read about multi-rater feedback, talk with colleagues and attend workshops, it becomes apparent that it’s a complicated subject with many options for design and implementation. At times you even wonder whether 360-degree feedback is the potent tool for performance management and organizational change it’s hyped to be or just another management fad. Your initial research reveals varied results. In some organizations, people rave about multi-rater feedback, claiming it’s the cornerstone intervention for individual and organizational change; others say it has left people feeling betrayed, broken confidences, and heightened cynicism. There are commonalities in the successes stories and in the failures. Most organizations using the best practices anticipate potential mistakes and plan actively how to avoid them. You want to make sure to address the pitfalls before embarking on your own 360-degree process. The successful implementation depends on whether it truly addresses and is perceived to address, important performance issues in your organization. When done well, multi-rater feedback systems can lead to enormous positive change and enhance