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Introduction

Many organizations are using 360-degree-feedback instruments to help their managers become better leaders. These instruments are designed to collect information from different sources (or perspectives) about a target manager’s performance. The principal strength of 360-degree-feedback instruments is their use of multiple perspectives. In most cases, the different sources of information (the raters) are the supervisor (or boss), the peers, and the direct reports of the target manager, although some instruments now allow managers to use internal and/or external customers as raters.

This report presents a nontechnical, step-by-step process you can use to evaluate any 360-degree-feedback instrument intended for management or leadership development. Although we have simplified this process as much as possible, it still will require some effort on your part—but effort that will pay off in terms of your having a high-quality instrument that best meets your needs.

The steps in evaluating a 360-degree-feedback instrument are laid out here sequentially. Yet all steps are not equal in complexity or importance. We suggest that you make the most critical decisions early in the process; in this way you can save some effort by eliminating instruments that don’t meet your needs in terms of content and that don’t pass muster when it comes to reliability and validity.

A checklist of the steps is included, for your convenience, at the end of this report. There the reader will also find a glossary of many of the technical words used here and a list of suggested readings.