360-degree feedback processes have been used in organizations since the 1950s, when the Esso Research and Engineering Group (now known as ExxonMobil) became the first company to document its use of multi-rater feedback processes. Despite 360-degree feedback being used for three-quarters of a century now, there has not been a specific and consistent process in place to evaluate the effectiveness of these processes. This article will address this gap and outline the “360 Process Impact Model.”
Receiving 360-degree feedback is not always easy. At times, the feedback reveals perceptions others have about us that we never realized. Maybe they never shared the feedback that they have now shared in the 360 process. Maybe they did but we did not really hear it or receive it well.
