Most of us are familiar with 360 Degree Feedback for individuals: colleagues in different roles give feedback to help you understand your strengths and development needs better. Teams also need 360 Feedback to grow and perform at their best. Here’s how to do it.

This video provides an in-depth explanation of how Team 360 Feedback helps teams build Action Plan for Performance. They gain a clear view of their effectiveness, how well they work together and how aligned they are to the team’s goals.

Teams need to get some in-depth awareness about how well they function and perform. Key areas for the team to build that awareness are in goal alignment, working relationships and delivery of team goals.

A team 360 feedback can therefore provide a starting point for the team to create a Team Action Plan for performance – as a team.

Key steps to a Team 360 Feedback and Building an Action Plan

• Identify the team model or tool that is the most suitable for the team. This will depend on the team itself, and the values and drivers of the organisation in which the team operates. Here are some great models you can use as the basis for the questions to ask the Team members from AIHR.
  
• Gather the feedback in a trusting and confidential way, using an online platform that people can access easily and quickly. Team members should be able to access the questionnaire you have written, rate the experience against the behaviour statements and provide written feedback and examples to support their ratings. A 360 feedback authoring tool and platform like Track 360 is ideal for this purpose.
  
• Allow the Team Leader to review the feedback, and to see the responses of the team in comparison to her/his own responses. What are the common areas of agreement, and where are there differences between the Team Leader’s feedback and that of the team – remember the team’s feedback will be pulled together as an average of the ratings of all team members. Individual team member feedback is not shown, so team members can feel safe in responding honestly.
• Facilitate a discussion with the team to allow them to see how they – as a team – have responded to the 360. How have they fed back on Goal focus, on performance and on working closely as a team?
• Support the team to have an honest discussion about what the team have said; this is not a criticism of individuals, but rather a focus on the team’s strengths and development needs.
• The team, with the facilitator, chooses 3 or 4 key areas to focus on as their Performance Development Plan, and sets goals for the Plan.
• The team leader provides the space and opportunity for the team to start putting the Team Action Plan for performance into action.
• The team re-run the 360 regularly to monitor how they are improving, and to make any changes.

It’s the team that owns the feedback and the Plan

In this way, the 360 Feedback is a critical tool to help the team learn and improve together.