Introduction

A 360-degrees feedback program is one of the most direct and practical approaches for the determination of a performance appraisal about an individual, the team, as well as the organization at large. Primarily designed to carry out an appraisal about individual employees, the 360-degree program obtains information about the effectiveness and perception about the respective individual. However, the same also serves as a powerful tool for such disciplines as personal development planning as well as individual training needs.

1. Benefits of the 360-degree feedback program for the individual, the team, and the organization

Used as a performance appraisal for individual employees, an increased number of employers are adopting the methods and steps required in implementing the 360-degree feedback program. In this respect, some of the benefits awarded to the individual while making a performance appraisal through thee use of the same program include:

One of the first benefits provided to the individual employee is the tailored consultation to meet the requirements of the clients of the respective individual employee. This can be accomplished with improving an existing appraisal system, instead of devising or developing an entirely new appraisal system. The revised appraisal system for the individual employee may include such aspects as getting the present appraisal instrument revised, adding the additional rating sources into the said process, revising or designing an individual development planning process to assist and help out in the new system, and delivering a rater training on the process.

Secondly, the benefits may also include designing the appropriate criteria for the evaluation of each individual employee. These set of criteria may be specific and precisely to the requirements of the given assignment to the individual employee.

Third, the 360-degree feedback program can also be tailored to advise and identify some of the most vital aspects of an organization, all of which can serve to enhance the performance of the individual employee, in turn benefiting the organization at well. One of the most common procedures to accomplish these is to write and inform the individual employees on the present and changing visions and values of the respective organization.

For the team of an organization, the 360-degree program serves as the raters or evaluators. This is accomplished through the rater training programs which specifically design and orient programs which train employees of the level of managers as well as other senior team leaders on the practical aspects and uses of this particular performance management system. Thus, with the requisite experience in the design, implementation, and evaluation of the 360-degree program, the team of the respective organization, the individual employees, as well as the organization at large can all truly benefit, and enhance the performance or the organization at the respective levels of management (Goldsmith, 2003; Milliman, 1994; Frieswick, 2001).

2. The Necessity for the 360-degree Feedback Program for an Organization

For an appraisal system such as the 360-degree feedback program, it is essential that each individual in the respective organization is fully trained in the art of providing and receiving correct and precise feedback.

Another factor that may restrict the application of the 360-degree feedback program is the widening gap between an organization's business objectives and the objectives outlined in the 360-degree feedback program. Since the primary objective of the 360-degree feedback program is to assess and to perform an appraisal, it may not be necessary to have the program implemented as there may not exist any relationship between the direct business of the organization and the employees.

Yet, another factor is the time and investment required for implementing a 360-degree feedback program, which may not suit the respective organization, or falls outside the normal expenses otherwise incurred by the organization. Thus, carrying out or implementing such a program in the absence of the requisite finances and time may be futile, instead of being worthy of implementation (Nowack, 2002; Milliman, 1994; Perils and Payoffs, 2003).

3. Specific Purposes for the 360-Degree Feedback Program is Employee and Organizational Development

As also reiterated in the above lines, the 360-degree feedback program are adopted and implemented for both the individuals as well as organizational development. This is more commonly understood when one understands that the development of the individual employees is in fact a development of the organization. Hence, the implementation of the 360-degree feedback program also provides credence to the belief that one should only implement and pursue the same, when the same results in solving a problem or a set of problems, and adding value to the respective organization. A somewhat similar rule applies in the context of costs and time factor otherwise needed to implement a 360-degree feedback program. If there are any doubts as to the assessment and burden of the costs of such a program, not only would this result in a futile exercise, but for the organization as a whole, the mere implementation of the 360-degree program may run difficulties, such as the destroying the existing value of the respective organization. Hence, it could be deduced that the said feedback program must serve employees in developing their skills, so that they may assist the organization accomplish its goals and objectives.

4. Some of the successful elements and necessary steps required for a successful implementation of a 360 degree feedback program include:

• A 360-degree feedback program must assess against appropriate competencies that are specific to the respective organization.
• The 360-degree feedback program must also be clear and concise as to the demonstration of confiding in the data provided, as well as the anonymity for the respective respondents.

• The methods used for distributing questionnaire on the 360-degree feedback program must be simple, straightforward and flexible in both nature and approach.
• In pursuing the 360-degree feedback program, it is essential that accurate mechanism for both logging returns as well as active pursuits for chasing information be adhered to.
• The details provided in the 360-degree feedback program should be limited to the level of questioning or audit, such as the individual's assessment, organizational development, or organizational audit.
• It must be ensured that the 360-degree feedback program is precise, to the point, accurate, as well as quality assured.