Despite its widespread use, 360 Feedback often falls short of its potential impact. Benchmark data consistently show that 360 Feedback remains one of the most commonly used tools in HR and talent management. Yet, many HR leaders tell us their programs aren’t delivering the strategic value they expect. One emerging barrier is the rise of dynamic, self-directed dashboards. While these tools empower feedback recipients—especially those already inclined to value feedback—they often lead to fragmented insights. This “choose your own adventure” approach can undermine the consistency and strategic alignment needed for broader talent initiatives like succession planning, high-potential identification, and culture transformation.
In a recent article co-authored with Allan Church, Ph.D., and published in Workforce Solutions Review, we explore how to overcome this challenge. The takeaway? For 360 Feedback to be truly effective, it must be delivered with intentionality, consistent reporting, and a thoughtfully facilitated rollout.
You can access the article here: Making 360 Feedback Data More Strategic – Do Your Results Measure Up (Originally published in Workforce Solutions Review Vol. 16, Issue 2)
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