Select Smart: How to Choose 360 Degree Feedback Raters.
One of the key benefits of 360 degree feedback is the ability to gain perspective from a wide variety of sources. As a result, the selection of raters for 360 degree feedback is important to ensure the acceptance of feedback and ownership over future development.
Basic Guidelines:
- Self ratings should always be included.
- A ratee’s director Manager/s should be required to provide feedback.
- A ratee’s Direct Reports should all be invited to provide feedback. Inviting all Direct Reports sends the message that feedback from all members of the team is equally important.
How to Select Other Raters:
Beyond Self, Manager and Direct Reports, other rater group roles can include:
- Peers
- Internal Customers/Business Partners
- External Customers
While all three of these additional groups do not need to be included, most ratees will have a group of Peers with whom they interact on a frequent basis. Peers can provide insightful feedback on interpersonal relations and teamwork behaviors not observed by Direct Reports. Similarly, including External Customers in the feedback process can add a unique perspective on behaviors related to service quality.
Raters for these groups are typically selected in one of four ways:
- Raters are selected by the ratee based upon a set of guidelines,
- Raters are selected by the ratee's direct Manager/s,
- Raters are selected by HR based upon a set of specific guidelines (i.e, all peers must be included), or
- Raters are selected using a collaborative process where ratee and manager agree upon the list of raters.
Some research has shown that when used for developmental purposes, allowing ratees to select their own raters may enhance the acceptance of feedback without reducing the accuracy of ratings (Nieman-Gonder, 2006). However, keep in mind that additional input and even formal rater list approval from a ratee's manager can be very beneficial in providing a balanced perspective on performance.
Whether 360 degree feedback is being integrated with performance evaluation or is being used for strictly developmental purposes, the 4th option - a collaborative process - is the optimal choice. Ideally, the ratee can select a group of raters and then the manager can review and make suggestions before finalizing the list. This facilitates transparency in the process and ensures a well-rounded list of feedback providers.
Interaction with the ratee is important to consider.
The nature of and amount of interaction that a rater has with the ratee plays an important role in the accuracy and helpfulness of the feedback that is provided.
- Raters should have known and worked with the ratee a minimum of 4-6 months.
- Raters should have frequent work-related interactions with the ratee.
- Raters should understand the nature of the ratee's role and job duties.
- Managers should assist ratees in selecting raters with whom they work well, as well as individuals with whom they have not worked well.
If possible, it is always best to provide the rater with an opportunity to opt out of the ratings process should he/she feel unable to provide accurate ratings due to the length or amount of time he/she has worked with the ratee.
Building a comprehensive rater list is the foundation of a robust 360 degree feedback process. Ratees will glean much from feedback sources who represent the diversity of their working relationships.
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