Is forced or mandatory participation in 360 degree feedback a problem?

May We Recommend...

360 degree feedback (or multi-rater feedback) works best when the receivers and givers of the feedback participate voluntarily, and can choose who they wish to give feedback to, and choose the people they wish to receive feedback from.

Since the point of 360 feedback is almost entirely based on the idea that feedback will improve performance we need to acknowledge that feedback that is unwanted, or forced upon the recipient is just as likely to anger the person as it is to be received with an open mind. Simply, unsolicited (or forced) feedback is not likely to result in what we want, which is better performance.

Consider also how coercing people into giving "feedback" to co-workers, or a boss may affect the quality of the feedback. Coercion doesn't set a proper tone or organizational culture to foster the kind of atmosphere needed to make 360 degree feedback work. Multi-rater feedback really requires a degree of trust, and a culture of cooperation.


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Bacal & Associates was founded in 1992 by consultant and book author, Robert Bacal. Robert's books on performance management and reviews have been published by McGraw-Hill. He is available for consultation, training and keynote speaking on performance and management at work.


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  • Performance management and appraisal MUST be a partnership between manager and employee where BOTH benefit.
  • Performance management can be the lever for improved employee engagement.
  • The review process is the LEAST important part of performance management
  • If managers aren't managing employee performance, why are they there?

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  • Casselman
  • Ontario
  • Canada, K0A 1M0