There are three steps to this process: sample identification, question development, and administration. After the targets of the 360 assessments have been determined, you must then identify the appropriate respondents to engage in the 360 assessment. These groups should include peers, managers, and subordinates, because each of these groups will see a different side of the individual being assessed.
The second step is to develop an appropriate question set. 360 degree feedback often presents a bit of a conundrum because frequently people are required to assess multiple individuals, meaning surveys should be kept fairly brief; however, they must also be comprehensive to ensure a robust picture of the subject. For this reason, it is important to consider the types of knowledge, skills, and abilities a person must have to succeed in both their job role and the organization. Questions should then be tailored to meet the demands of this position, ideally keeping things short and sweet.
Finally, the survey should be administered in a way to ensure respondents do not become confused about which individual they are assessing. In 360 degree feedback, supervisors are frequently placed in a position where they must evaluate several employees. Unfortunately, the large volume of individuals who are assessed may lead to error, with respondents attaching the ‘wrong’ results to people, with dire consequences. For this reason, careful and meticulous administration techniques become particularly important.