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Impact of 360 Degree Feedback: A Follow-up study of Four Organizations

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  • Rao, T. V.
  • Chawla Nandini

Abstract

A large number of organizations have been using 360 degree feedback in India as leadership development intervention. This paper is based on the feedback of 43 participants from four companies where the 360 Degree Feedback program was initiated. The study was done using a questionnaire method. The results indicated that there has been an overall positive impact reported of 360 Degree intervention on ones professional life after 360DF. More than 60% of the participants report that they visited 360DF data every quarter. 24 participants reported that about 50% of their action plans prepared at the end of the 360 intervention were implemented. At least 30% of the action plans were achieved by 6 of the participants and 2 participants reported achievement of all their action plans. The participants also reported that the RSDQ model based 360DF tool provided detailed insight covering various parameters of one’s role. The participants also recommend that with more periodic follow up and review sessions (every quarter) anchored by internal HR and more focus and seriousness among the participants to work on the action plans will result in using 360 DF for change and growth

Suggested Citation

  • Rao, T. V. & Chawla Nandini, 2008. "Impact of 360 Degree Feedback: A Follow-up study of Four Organizations," IIMA Working Papers WP2008-06-02, Indian Institute of Management Ahmedabad, Research and Publication Department.
    • Handle: RePEc:iim:iimawp:wp02104
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    File URL: https://www.iima.ac.in/sites/default/files/rnpfiles/2008-06-02TVRao.pdf
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    References listed on IDEAS

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    1. Rai Himanshu & Singh, Manjari, 2005. "Mediating Effects in the Relationship between 360-Degree Feedback and Employee Performance," IIMA Working Papers WP2005-04-06, Indian Institute of Management Ahmedabad, Research and Publication Department.
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