Most organizations consider 360-degree feedback a standard part of the talent-management toolbox for developing leaders. According to Forbes, more than 85% of Fortune 500 companies use 360s for leadership development programs. Unfortunately, cumbersome setup processes and high costs mean that 360s today are often limited to a small group of senior-level individuals. And that’s a significant challenge for HR leaders who want to provide broader access to 360 feedback across the organization and then equip those leaders to take effective action on their feedback. 

Why 360s?

360s are an important tool for organizations looking to develop leaders. When a person receives feedback from all directions, they gain additional perspectives that help them understand how people feel about working with them. With a more holistic view of their strengths and weaknesses, they can focus on the right areas to grow.

But even though 360s are widely adopted in many organizations, the bar for 360s programs has been too low. Traditional 360s are known for their difficult setup process; outdated methodology and technology; dense reports; and siloed development plans. If your people don’t know how to understand and apply their feedback, or if your 360s platform presents barriers to action-taking, then you may have spent time and money implementing a process that doesn’t add value. 

So are 360s worth it? We believe the answer is yes. But it’s time to rethink the approach to 360s. 

How can we ensure the 360 process is successful?

The 360s process appears simple enough to execute. Yet the way organizations have traditionally administered 360s has often failed to create real change. To ensure success, organizations need a 360s process that is accessible, insightful, and actionable:

  • Accessible. With more people involved, 360s help create a growth-mindset culture grounded in awareness and feedback. At the same time, organizations can build a strong pipeline of engaged future leaders. If organizations reserve their 360 programs only for an exclusive group of senior leaders, then they are excluding a broader audience who could benefit from feedback and development, such as early or mid-career managers. But we often find that HR leaders who run 360 programs don’t have the time or resources to broaden feedback access. They typically spend the bulk of their time setting up 360s, chasing down feedback providers, and ensuring confidentiality thresholds are met. If this sounds like you and your organization, you need a platform that simplifies these administrative tasks so you can focus on the strategic priorities that drive success.
  • Insightful. For 360s to be useful, participants need to easily interpret their report to understand how others perceive them. Research tells us that participants who use a formal coach, manager, or even a well-designed technology solution keep professional development top-of-mind through ongoing conversations. With a supportive environment and insightful data, people are more likely ready to deepen their self-awareness and move on to action-taking and behavior change. 
  • Actionable. One of the biggest barriers to 360 success is that participants don’t take action on their feedback. To combat participants getting lost in the data and encourage accountability, we recommend leaders integrate development goals into other organizational practices, such as quarterly goal discussions. To help participants understand the value of following through on the insights they gained from their 360, organizations must ensure that managers and senior leaders actively check in, support, and collaborate on a participant’s development plan.

Without these success factors, you end up with: 

  • An HR team that feels overburdened with administrative tasks 
  • Important employee groups who don’t have access to comprehensive feedback for their growth and development
  • 360 participants who don’t know how to interpret and take action on their feedback 

As a result, organizations see no change in behavior and don’t feel the need to expand their 360 programs. While traditional 360s solutions haven’t been able to solve these problems, we believe change is possible. 

Introducing Glint 360s, a modern approach to accelerating leadership development

Glint 360s

We think it’s time for a different approach to 360s, one that leads to better results for both employees and organizations. That’s why we’re excited to announce the launch of Glint 360s

Glint’s approach combines easy-to-use technology, user-friendly design, and in-platform developmental guidance grounded in behavioral science. This platform’s navigation is easy and focused, streamlining the experience for HR professionals, participants, and feedback providers. Glint 360s prompts ongoing conversations about strengths and opportunities, leading to both individual growth and better business outcomes. 

We’ve reimagined the experience to help you:

  • Democratize 360s access across the organization. Glint’s approach requires less administrative work. Through automation of key processes such as set-up, communication, response tracking, follow-up, and report generation, we’re relieving HR teams of the administrative burden they typically face. This creates more time to focus on strategic priorities, such as enabling a culture of feedback. We also take the per-report fee out of the equation so that 360s can be accessible to all levels of the organization and integrated into broader employee-development processes.
  • Focus your people on the right opportunities. Instead of measuring a laundry list of competencies and behaviors, we encourage a shorter, more conversational approach. When feedback feels relevant, easy to absorb, and interactive, your people are more likely to use it to improve and grow. Combine that with our interactive online reporting and modern, user-friendly design, and your participants can easily dive deeper into the data, interpret their feedback and understand their opportunities. 
  • Drive growth with ongoing action. Glint removes barriers to action-taking and helps individuals create development goals directly from their report. This is where individuals can also involve their managers to collaborate on their goals, track progress, and be more accountable for taking action. The best part is that goals created from Glint Engage, Perform, and 360s are all integrated in one platform, encouraging people to take ongoing action across different HR initiatives in a connected experience.

When done right, 360s can help people develop leadership skills and grow as leaders, which keeps them more engaged. With Glint 360s, you can move your organization to an experience that unifies employee engagement, performance, and development, ultimately driving organizational effectiveness and employee success. 

If you’d like to learn more about Glint 360s or request a demo, reach out to us!