360 Feedback Assessments: TruScore

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perceptions about a person’s behavior from those around them. The feedback can come from the person’s manager, peers, direct reports, and even external stakeholders such as customers, suppliers, and board members.

The assessed behaviors typically revolve around the individual's role within the organization. For instance, the feedback for an executive would focus on a different set of skills or behaviors compared to that for a front-line manager. Getting feedback on skills unrelated to one's role can be frustrating and lead to misinterpretation of the results.

It's worth noting that the evaluated skills are observable behaviors that can be enhanced through personal development efforts. Unlike personality traits, which are relatively fixed, the foundation of 360 assessments lies in the improvement of actionable skills.

Anonymity plays a pivotal role in this process, and here's why: Some raters may feel apprehensive about providing honest feedback. This apprehension might stem from a fear of conflict or concerns about how their feedback could affect their own job. In such cases, raters may opt for safe, middle-of-the-road ratings, which don't benefit the person being assessed or the raters themselves.

Once the feedback is collected, the next step is to plan for development, as that's the primary goal of 360-degree feedback. It's generally advisable to use this feedback as a starting point for development planning or to determine training needs and set development objectives. Consequently, 360-degree feedback can be seen as the initial step in enhancing employee development, thereby boosting organizational productivity.

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