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A report on the development of the USP-D experience 360 degree feedback from Kurt Predl, USP-D consulting you know the 360-degree feedback clearly. But you also know how it came about? The 360-degree feedback has its roots in the 1930 years. The German army began the round to the selection of cadets before a decade later succession to the assessment Center. Popular feedback was that 360 degrees especially in the 1980/90’s years, not least by Jack Welch (CEO General Electric). Research suggests that 500 companies in the United States the vast majority of large companies and nearly all Fortune use 360-degree feedback, while the prevalence in Europe is just under 50%, tendency strongly rising (Saville & Holdsworth, 2004).

The long experience with the instrument of also founded its reputation. There is no human resources manager or staff developer who has not met this instrument. So old wine? Yes, but with 98 Parker points! In the last 15 years, we were able to Thousands of 360-degree feedback lead by our customers. The results were used almost exclusively for the development of executives and rarely assessing. The goal was, therefore, that the feedback (executives) assess their skills receive a possible objective truth in the plural (coffin, 2007), to work specifically to improve their overall performance and cooperation with its stakeholders understanding their strengths and weaknesses. The 360-degree feedback can be used like any instrument, more or less well.

The quality of the total is therefore significantly by the people involved and safety advisers and less of the instrument itself (Peiperl, 2001). This was for us an incentive and vision in the development of our USP D360 degree feedback (www.usp-d.com/ web/the 360-degree feedback-overview /). In the first step we defined the overall process, from commissioning to conduct a USP-D up to the final feedback 360-degree feedback by the HR Department of a customer the results of the stakeholder groups.