Is there a problem if we use "anonymous feedback" in 360?
|

In most workplaces, anonymous feedback sows seeds of mistrust among employees, eroding teamwork. Not to mention that without knowing where feedback comes from, it's almost useless in helping employees improve.
Most companies using 360 degree feedback arrange things so the person recieving the feedback does not know what rating (or information) came from what specific person. In other words, the feedback is anonymous. Part of the thinking is that anonymous feedback will be more honest and accurate, since there won't be any fear of reprisal.
Are there problems with this practice? Yes. Serious ones.
- First, the assumption that anonymous feedback is more honest or accurate is unproven, and in fact, it's clear that people with an axe to grind, or who dislike the person they might be evaluating in a 360 context, will be freer to be more critical knowing their identities are hidden. It is true that fear of reprisal can be an issue, particularly when employees evaluate their manager, but there is an equal risk that people will be unfairly attacked anonymously. That's pretty ugly.
Second, consider the perceived value of feedback from someone you don't know. Part of the value of feedback is knowing that the person who provided it is in a position to accurately and constructively evaluate and help improve performance. When 360 is anonymous, the recipient has no sense of who said what. What often results is a lot of anger, and the actual feedback being ignored or demeaned because the sources are anonymous. Feedback works when it comes from a credible source. When the source is unknown how can it be credible?
Third, we know that the best human-to-human feedback allows for INTERACTION. That is, if performance is to improve the recipient of the feedback needs an opportunity to get clarification and additional details about what the feedback means. With anonymous feedback, the employee can't go talk to the originator of the particular feedback to get additional clarification, details or help. This seriously undermines the value of any feedback.
For more on 360 go to the main 360 degree feedback question and answer page.
Busy? We walk you through the complete process of managing performance, from goal setting to addressing performance problems and discipline issues. Contains ALL our help cards, and here's a sneak peak: Walk the path WITH employees.
Well, we do. Here's a low cost mini-guide FOR EMPLOYEES so they can be active participants in a truly collaborative performance review.
Well, you can't, so this short LearnByte guides explains how to identify barriers to employee performance, in order to clear them away. Diagnosing is the key to productivity improvement.
Ok. Now you can have a reusable checklist so you don't miss any of the critical steps needed to succeed with your employee reviews.
Save huge amounts of time and frustration during performance review meetings, by having set proper goals and objectives for the employee. Isn't that your job? To make sure employees know what they need to accomplish?
If you think performance management = performance appraisal, you NEED this badly.
...and how damaging to your employees. We'll walk you through the entire process of dealing with performance problems with one goal: To FIX them, and improve productivity. And we ask for less than 20 minutes of your time.
Prefer Kindle? Many of our quick read helpcards and also our books on performance management and reviews and how to make them work, are available via Amazon on the KINDLE. Click here to go direct.
It's 2013, not 1945 and it's time to lose the industrial mindset and use management tools for THIS century. Here's ten steps to improvement.

1
2
3
4
5
6
7
8
9