Abstract
The 360-degree feedback system is a new way to evaluate performance that gets feedback from a variety of people, including supervisors, peers, subordinates, customers, and the person being evaluated. It gives a complete picture of an employee's skills, behavior, and effectiveness, unlike traditional top-down reviews. This method helps people become more aware of themselves, grow as people, and work toward the goals of the organization. But things like privacy, fair participation, good tool design, and regular follow-up can all affect how well it works. When used wisely, 360-degree feedback can be a great way to improve performance, develop leaders, and create a culture of always learning. But even though it has benefits, 360-degree feedback only works if it is done correctly. Some of the biggest problems are keeping things private, making sure that the feedback is taken in a constructive way instead of a defensive way, and avoiding rater bias. Bad questionnaire design, not choosing the right rater, and not doing enough follow-up actions can also make it less effective. Participants may change their feedback if it is directly related to pay or promotion decisions, which makes it less reliable. Employees may feel demotivated instead of empowered if they don't have coaching or development plans. To get the best results, companies should follow best practices like making sure that people are anonymous, training raters, making clear and behavior-based questionnaires, and holding professional debriefing sessions. The focus should stay on growth, not judgment. Regular follow-ups and connections with training and mentoring programs can turn feedback into growth that can be used.
Keywords: Self-awareness, multi-source evaluation, Confidentiality, Development, Rater bias
References
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