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Does General Electric use a 360-degree feedback system?
Yes
What companies use the 360-degree feedback system?
General Electric, AT and T, Warner Lambert, and Mobil Oil.
What does your human resources department refer to when they use the term 360 degree feedback?
A 360 degree feedback is when you get feedback from peers, superiors, and people below you. Basically everyone.
Does AT and T use a 360-degree feedback system?
Yes
Does Warner Lambert use a 360-degree feedback system?
Yes
Does Mobil Oil use a 360-degree feedback system?
Yes
What can someone do on the My 360 Plus website?
One can use the My 360 Plus website to gain feedback and support from each other by encouraging social feedback. Gaining social feedback through this website is simple and not expensive.
How effective is 360 degree feedback?
360 degree feedback can be very effective. Managers are able to get a comprehensive view of the opinions and tasks of their employees that they might not be able to garner in face to face surveys. Non management can use 360 degree feedback as a tool to gauge their performance and those around them.
Should you use an electric blanket if you have a pacemaker?
No, but an electric blanket can interfere with a pacemaker. Furthermore, electric blankets are dangerous in general!
Can you use a xbox 360 games on a wii?
No. Though they use the same general type of processors, the Xbox 360 is much more powerful than the Wii. It also uses a different operating system. For a shorter : No. Get an Xbox 360 if you want to play Xbox 360 games.
What are the elements of the 360 degree feedback method?
360 feedback (also known as multi-source feedback and multi-rater feedback) is a tool HR professionals use to help leaders in their organization develop. A typical 360 feedback campaign will involve a self-assessment along with ratings received from a number of other sources, thus creating a circle (i.e., 360 degrees) of feedback. These other sources, or other rater groups, typically include the individual's boss, peers, subordinates, but can also include other relevant groups such as customers, mentors, or board members. Usually certain groups of other raters (e.g., peers and subordinates) will be allowed to give anonymous ratings in order to allow for more honest feedback, without fear of retribution, while other groups (e.g., bosses and mentors) may be expected to give non-anonymous feedback so as to spark developmental conversations. In order to create an effective 360 feedback program, I suggested the following in another answer on this site, but these aspects bear repeating: First, effective 360 feedback systems should be linked to an organization's leadership competency model. In turn, this competency model should be linked to the organization's mission, vision, and strategy. In this way you can ensure the leader behaviors you are reinforcing are linked to the success of your organization. Second, 360 feedback should be used for developmental purposes only. If you use 360 feedback for evaluative purposes, people may game the system by giving their friends high ratings in return for high ratings from their friends, or people may be incentivized to give their peers low ratings to look better by comparison. Third, 360 feedback should be coupled with action planning, coaching, and training to support those leaders going through the program. Nothing is more demoralizing than getting feedback that you need to improve upon a skill and having no idea how to go about developing that skill, so leaders should be provided with ample support once they have received their feedback report. Finally, be sure to be open and honest when designing and communicating the purpose of the program. Participation from all ranks in the organization during the planning phase will not only increase buy in and participation in the program, it will increase the quality of the tool as well.
What is multi-source feeedback?
360 feedback (also known as multi-source feedback and multi-rater feedback) is a tool HR professionals use to help leaders in their organization develop. A typical 360 feedback campaign will involve a self-assessment along with ratings received from a number of other sources, thus creating a circle (i.e., 360 degrees) of feedback. These other sources, or other rater groups, typically include the individual's boss, peers, subordinates, but can also include other relevant groups such as customers, mentors, or board members. Usually certain groups of other raters (e.g., peers and subordinates) will be allowed to give anonymous ratings in order to allow for more honest feedback, without fear of retribution, while other groups (e.g., bosses and mentors) may be expected to give non-anonymous feedback so as to spark developmental conversations. In order to create an effective 360 feedback program, I suggested the following in another answer on this site, but these aspects bear repeating: First, effective 360 feedback systems should be linked to an organization's leadership competency model. In turn, this competency model should be linked to the organization's mission, vision, and strategy. In this way you can ensure the leader behaviors you are reinforcing are linked to the success of your organization. Second, 360 feedback should be used for developmental purposes only. If you use 360 feedback for evaluative purposes, people may game the system by giving their friends high ratings in return for high ratings from their friends, or people may be incentivized to give their peers low ratings to look better by comparison. Third, 360 feedback should be coupled with action planning, coaching, and training to support those leaders going through the program. Nothing is more demoralizing than getting feedback that you need to improve upon a skill and having no idea how to go about developing that skill, so leaders should be provided with ample support once they have received their feedback report. Finally, be sure to be open and honest when designing and communicating the purpose of the program. Participation from all ranks in the organization during the planning phase will not only increase buy in and participation in the program, it will increase the quality of the tool as well.
