Career Development International: Volume 1 Issue 3

Improving performance with 360‐degree feedback

Mark R. Edwards

Asserts that intelligence gathered from multiple sources enhances both internal and external customer service. Notes also that multi‐source assessment or 360‐degree…

Assessment techniques for top executives

Kathleen A. Guinn

Presents barriers and benefits to top executive assessment. Discusses a range of techniques for top executive assessment and feedback. Explores pros and cons of…

Developmental 360: how feedback can make managers more effective

Cynthia D. McCauley, Russell S. Moxley

Discusses the effective use of 360‐degree feedback for enhancing managers’ self‐awareness and challenging them to engage in developmental work. Such feedback is…

360‐degree feedback: an integrated perspective

William J. Heisler

Uses a case‐study approach. Asserts that for successful implementation multi‐source feedback must be viewed from an integrated perspective and that 360‐degree feedback…

Perception is reality: using 360‐degree appraisal against behavioural competences to effect organizational change and improve management performance

Shirley Parker‐Gore

Presents a case study of work done in Mercury One 2 One on defining and using management competences. The reasons for taking this approach are explained, as is the way…

360‐degree feedback: royal fail or holy grail?

Mark R. Edwards, Ann J. Ewen

Looks at the difference between success and failure with regard to 360‐degree feedback projects, stressing the need for a formalized structure to facilitate effective…

Multi‐source feedback: seven recommendations

Dennis E. Coates

Multi‐source (360‐degree) feedback is a powerful new performance diagnostic tool, and organizations everywhere are evaluating whether to adopt it. However, the technology…