Case Study 360 Degree Feedback Increasing rate of participation
The company had long experience with various feedback mechanisms, but getting people to participate had been a pain point.
We researched the reasons for low participation in the guise of training needs analysis (TNA) discussions with various levels of employees. We found that people avoided giving feedback due to some process complexity but mostly due to a widespread lack of seriousness about the process.
We implemented an easy-to-use 360-degree feedback process, designed to be cascaded down the line, with seniors inviting their direct reports and so on. We made it mandatory that the top team should be the first to complete, as demonstrable commitment to the process. Initially planned as an one-off exercise, the process has so far been taken up bi-annually by top 3 levels of management.