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What is 360 feedback?

360 feedback is a technique for generating honest performance and behaviour feedback.  It is called ‘360’ as the feedback is given by a range of people at the same time who will have different working relationships with you.

The feedback is usually gathered using anonymous surveys.  You can use the principle that your colleagues, managers, peers, and customers are more likely to be honest if they know their feedback is anonymous, as well as being one of multiple responses. The questions in surveys can involve personal working relationships, general workplace behaviours, or work performance. 

Anyone can ask for 360 feedback.

Your feedback will enable you to have a robust performance and development conversation.  We recommend you always plan and review your feedback back with your line manager, a mentor, or a coach.

What are the benifits of 360 feedback?

There are many benefits to using 360 feedback, many of which derive from its scope and anonymity. You can use this method to gather a lot of information from various individuals, many of whom are going to have different relationships with you. The fact that they're often sorted into groups is also useful because it can help you determine your skills in different scenarios.

This can alert you to your strengths in certain scenarios or with certain work groups as well as specific areas that would benefit from a different approach. By gathering feedback from many sources, it is likely you will receive a variety of comments.  When viewed together these will give you a broad understanding of how people see you at work. It can also be good for your own wellbeing and motivation, as 360 feedback allows you to receive praise for the work you do.

If 360 feedback is used by everyone in a team, it can also help with team cohesion and accountability, as everyone knows that they might soon undergo the same review process.

Is 360 feedback the right tool for me?

What information can 360 feedback provide?

The feedback can tell you how good other people think you are at doing your job. It allows you to receive feedback on what you are doing well as well as enabling people to raise any issues. Anonymity can allow people to present these concerns, which makes them far easier to share.

Behaviour: What do people think of my behaviour at work?

Soft skills: What do people think about my collaboration, communication, teamwork, leadership etc?

What 360 feedback cannot tell you?

Your performance against objectives: Your manager or supervisor agrees these with you and they're typically too specific for a 360 feedback survey.

Your Technical skills competencies: While you can assess soft skills with 360 feedback technical skills are much less subjective. To assess your technical skills, you'd benefit from the input of an experienced professional who's familiar with them, rather than general opinion.

Achievement of performance metrics: 360 feedback is typically subjective so it cannot assess performance based on quantifiable metrics, such as; attendance, meeting KPI’s (Key Performance Indicators) or abiding by deadlines.

When should you ask for 360 feedback?

At any time.  When you would like to improve on the way you do things. You can then create a personal development action plan.

Who can give me feedback?

Anyone can take part in 360 feedback.  Here are some important things to consider when choosing who will give you feedback:

How do they work with you

Do they have the right IT access

Are they familiar with giving constructive feedback - insightful and actionable.

How is 360 feedback done?

The individuals offering feedback are typically in different groups based on their working relationship with you. For example, there could be a group of people who supervise you, another who are your peers and a group of people whom you supervise. All the people in these groups then complete the survey, which contains several questions about you.  They will give their honest opinions regarding your performance, attitude, behaviour and skills.

We would recommend that if you're receiving 360 feedback, you're often going to complete the same survey yourself. This allows you to compare your self-assessment with that of your colleagues.

How many questions can you ask in a 360 feedback survey?

You do not want it to be too long, so that people lose interest half way through.

You do not want it to be too short, so your raters cannot share all they want to.

You need it to be just right, so you get the information you need.

The number of questions depends on how specific you want the information to be, who's the subject of the survey and how many people are going to take part. For instance, if you're thinking about conducting this survey because of a particular issue or question in the workplace, you might ask fewer questions that are more specific.

Our template questionnaires have approximately 20 questions.

HHFT 360 Feedback Process - Free!

1. Decide what you want to know.

What is the purpose of the feedback and how are you going to use it.  Agree this with your line manager, mentor, or coach.

2. Choose who you are going to ask for feedback. We suggest you contact 24 people; you choose 12, and your line manager chooses 12 raters.  3 each from the following categories.

Peers                   - People you work with in your team (banding does not matter)

Direct reports       - People who you line manage or supervise, who report to you

Seniors                - People you report to or supervise you

Others                  - People you work with outside of your team

3. Choose when you are going to send out your request for feedback, and the deadline for responses.

4. Choose which format you are going to use and contact organisationaldevelopment@hhft.nhs.uk for instructions         

• HHFT Behaviours                         
• HHFT Skills                                           
• Create your own                       

5. Gather your feedback; you may have to chase people to respond

6. Review your feedback and think of some areas for development

7. Discuss your ideas with your line manager, mentor or coach and create some personal development actions.

NHS Leadership Healthcare Model feedback - NHS Leadership Academy 

You can identify your leadership strengths and areas for development based on the NHS Leadership Healthcare model - cost £40. The process includes getting confidential feedback from line managers, peers and direct reports (if applicable). As a result, it gives you an insight into other people’s perceptions of your leadership abilities and behaviour.

To set up your individual 360 degree feedback report, you will need to have your Purchase Order reference available, or else the valid credit/debit card you would like to use.  You may also want to have the names and email addresses of the people you would like to invite as your raters, however you can still get started without having these right away. Go to the Appraisal Hub support page. 

There is a self-assessment tool which will enables you to understand your own leadership behaviour and highlight particular areas of strengths and also areas which you may need to develop further.

What is a Personal Development Plan? 

A Personal Development Plan is a written account of self-reflection and improvement, which doubles up as a detailed action plan used to fulfil academic, personal, or career based goals.

It’s usually created within the workplace or when studying, and works by allowing you to establish your aims, recognise your strengths and weaknesses, and identify the need for improvement.

How to write a Personal Development Plan

• Set yourself goals.
• Prioritise those goals.
• Set yourself deadlines for when you want to achieve them.
• Recognise threats and opportunities.
• Develop your skills or increase your knowledge
• Use your support network

Create your own Personal Development Plan

Learning from experience is vital for professional development, enabling you to become the best leader/manager you can be. Reflecting on both positive and negative experiences can facilitate personal and professional growth.

You should reflect in a way that suits you; often this takes the form of a reflective journal which you may choose to write in on a regular basis, or just after significant events. When noting your experiences; you can use bullet points, notes, narrative writing, voice recordings or even graphics and drawings.

Gibbs Reflective Cycle can be a useful tool for critical reflection:

The NHS Leadership Model can be useful when reflecting on your leadrship style. Everyone is able to complete the free online self-assessment tool, you will need to register with the leadership academy first and then go to the self-assessment tool. For more information on the leadership model, see the drop down box above.

Coaching - here to support you

Coaching is a way of developing people by enabling them to explore how they can work differently to get results.  Unlike teaching or mentoring, it is non directive so you won't be told what to do. Coaching is 1:1, confidential conversations to help you generate positive actions.

HHFT Coaching sessions are usually 50 minutes, with 10 minutes after for you to both write up any notes that will help with the learning, next steps or actions going forward.  Your first session may be longer than that to discuss how you are going to work together. Coaching is normally short term with the number of sesssions being between 4 and 6 however, this can be discussed at your first session.

Coaching through Health Assured 

HHFT have chosen Health Assured to be our Employee Assistance provider offering a 24/7, 365 external and confidential helpline and smartphone app offering all staff and immediate family members emotional and wellbeing support from experienced in-house counsellors, financial specialists and coaching. To find out more, please select one of the options below. 

Health Assured coaching session

Health Asssured managers guide 

Life and Leadership Coaching 

How do I get in touch with one of the HHFT coaches?

Our HHFT coaches are all qualified and have leadership experience. To have a look at our internal coaching register and for contact details, please click here.

What to expect in a coaching relationship

If you would like to know more about what to expect in a coaching relationship with one of our internal coaches, please click here.

Coaching Style Conversations

Coaching style conversations are effective at being supportive whilst also encouraging learning and action to take place. You don’t need to be a coach to have a coaching style conversation.   A coaching style is one that is characterised by powerful questions, reflection and not directly 'telling' or 'giving' the answer, but letting insights come from the individual wherever possible. The tips below will help you have a coaching converstion.

Think about asking three powerful questions

• What is on your mind that you would like to share with me?
• What are you already doing about this?
• What do you need from me or others?

Listening

Active listening is essential in any coaching conversation because you will need to listen to understand rather than listen to respond.  The following points may help,

• Being present and aware of your own mind set, thinking about your connection and asking if you are ready to listen.
• When we are busy it is easy not to connect and multitask so ensure you make eye contact and smile
• Engage over the telephone by stillness and being mindful of your tone of voice
• Allow silence as a time for reflection
• Reflecting back key points can help your understanding but also show you are listening

What is mentoring?

Mentoring is often led by a more experienced and skilled professional mentor, to support and expand the professional leadership development of the mentee through the effective transference of knowledge, skill and experience.  It can lead to enhanced innovation and performance within organisations, fueled by reflective practice, shared learning and improved ownership for solution focused thinking.

What are the benefits of mentoring?

Mentoring has a range of benefits for both mentee and mentor.

Mentor:

• Improved job satisfaction
• Increased peer recognition
• Broadening perspectives
• Expanded networks
• Opportunity to use and enhance skills and abilities
• Demonstrate leadership

Mentee:

• Enhanced induction experience for new recruits and people moving roles
• Improved self confidence and commitment to the organisation
• Learning opportunities through on the job training
• Expanded networks and knowledge
• Development of knowledge, skills and abilities
• On-going career development

For details about the HHFT mentoring programme, please click here.

What is a ‘Next Steps’ Conversation?

A “Next Steps” Conversation aims to explore and understand a staff member’s personal drivers, i.e. the things that matter most to them. These conversations will enable your relationship of trust and understanding with your team members to flourish, developing trust and understanding.  On a very practical point by working with individuals you can help them develop strategies and tactics that will maximise staff potential and engagement. 

Staff may be looking for an external perspective in which case you may wish to sign post them to a career mentor. Even where a specialist is involved keep talking with your member of staff, your interest in their wellbeing cannot be underestimated.

For further guidance, please select one of the options below

• Guidance for managers
• Guidance for staff and a list of the specialist career mentors
• Next Steps Conversation Template

If would like further support in having a ‘Next Steps’ Conversation with please contact mycareer@hhft.nhs.uk

What is a Colours Discovery profile                           

Colours discovery is a tool to help you understand your own behaviour as well as that of others. Each personality is represented by one of the following four core colours energies: red, yellow, green and blue

By understanding what each colour energy means, this will help you understand your preferred way to work and also understand why others may make different choices. 

The discovery profile is a personality profiling system to: 

• Increase self-awareness – understanding your style, strengths and weaknesses and impact on others  
• Appreciate styles, strengths and communication needs
• Understand differences in people – valuing them and finding the most effective communication and influencing strategies
• Build trust, enabling and encouraging greater cooperation and collaboration
• Turn existing or potential conflict situations with colleagues – into proactive and engaged interpersonal dynamics. 

The cost of a personal discovery profile is £64. If you would like to know more please contact Sarah.Powell@hhft.nhs.uk or Heather.McCluskey@hhft.nhs.uk

Essential Conversations

At times it may be necessary to initiate or manage a challenging conversation in the workplace, either with our colleagues or members of the public. Below is framework that may help you. 

The SID Effect Framework   

S – Be Specific

I –  The Impact on me

D – Desired outcome

Top tips to having a successful outcome

• Pick the right time / location (where will you / they feel comfortable)
• Make the time to listen so you are able to be present and avoid making any assumptions
• Connect by making eye contact and smile
• Check your intentions. Compassionate conversations happen when we want to have a meaningful and constructive conversation with someone
• Be prepared by planning how you will open the conversation and use the SID framework to structure the conversation
• Recognise we all see the world differently so it is important to provide an example and consider what will the other person may need from the conversation?
• Allow the other person to respond and listen with the intent to understand their point of view
• Notice your tone and your language not to tell your own story
• Make notes – capture the key points raised and agreed steps (if required)Call ‘Time out’ if emotions become raised, or the discussions is going in circles.
• Be honest, clear, no preconceptions. Do not wrap up in any other issue
• Try to end the discussion positively. Summarise and agree any actions to take forward

Compassionate Conversations – Top Tips

What is a compassion conversation?

• A connection to really listen to a person so they feel heard
• Listening with fascination so your colleague can express their thoughts, reflections and sometimes their pain
• Listening with the intent to understand rather than the intent to reply

“I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” - Maya Angelou

Compassion conversations are linked with empathy and connection

• To be able to see the world as others see it
• To be non-judgmental
• To communicate your understanding of that person’s feelings
• Empathy is not to agree with someone,  it is to understand how that person is feeling

During the conversation

• Check your intentions – compassionate conversations happen when we want to have a meaningful and constructive conversation with someone
• Make the time to listen – Avoid assumptions. Could we unwittingly giving the impression that their needs don’t matter?
• Connect – when we are busy it is easy not to connect and multitask so ensure you make eye contact and smile
• Notice your tone and your language not to tell your own story
• Be present, validation of how they feel (it must be hard)
• Learn how be a different kind of observer From ‘passive’ to an ‘active’ observer. For example, an empathetic reflection and an offer of support, ‘I notice you look a little concerned, could I help at all?’ can go a long way to supporting someone who may be feeling isolated and in need of support

Consider your own mind-set

• Self-compassion involves acting the same way towards yourself when you are having a difficult time. Instead of just ignoring your pain with a “stiff upper lip” mentality, you stop to tell yourself, “this is really difficult right now,” how can I comfort and care for myself in this moment?

Reflection - How could you personally practice self-compassion?  

• Virtual tea break with a colleague.
• When someone asks how are you?  Answer honestly, particularly if you are having a bad day, allowing that moment to be shared. Instead of just saying "I'm fine".
• Writing a diary of thoughts, feelings and reflections.
• Accepting I can't fix everything, taking time physically to step away, standing outside, allowing time to think and not judging yourself.
• Exercising regularly to keep mentally strong.

Questioning hints

Compassionate conversations are not about helping or fixing things, they are focused on being present and making the other person feel heard.

Download 'Compassionate Conversations Top Tips' here.