Maybe you’re thinking that once the feedback conversation is over, the hardest part is behind you. In reality, you’re only halfway there. The true value of a 360-degree feedback process only emerges in the follow-up steps – in development plans, coaching, and behavioral changes. Without this phase, the whole process is just an expensive exercise.
Why You Must Not Link 360° to Performance Appraisal
Before we move into the development stage, I need to address one of the most common mistakes I see. Some HR managers are tempted to use 360-degree results directly for performance reviews, salary decisions, or promotions. “We’ve got great data, so why not use it?” they tell themselves.
The reason is simple: if people know their feedback could affect a colleague’s salary or career, they will stop being honest. Instead of constructive comments, you’ll get diplomatic phrases or complete silence.
Pro tip: Never link 360° feedback with performance appraisals. If people know their feedback affects someone’s pay or career, they become insincere. The result is glowing reviews for everyone and comments like “a great colleague, everything’s fine.” Keeping these processes separate (360° vs. performance reviews) brings dramatic improvement – instead of polite phrases, you’ll get specific and useful feedback. Keep 360° feedback purely developmental.
Basic rule: 360-degree feedback is a development tool. Performance appraisal is an administrative tool. Keep them independent.
Creating Individual Development Plans
This is where the real work begins. The feedback conversation identified 2–3 key development areas. Now it’s time to turn those insights into a concrete action plan.
Principles of an effective development plan:
Ownership: The employee must be the main author of their own plan. If it’s imposed, they won’t be motivated to follow it.
Realism: It’s better to choose two clear goals and achieve them than to spread across five areas. Behavior change requires time and energy.
Specificity: Instead of “improve communication,” define “in the next 3 months I will complete a presentation skills course and practice active listening during weekly team meetings.”
Measurability: How will you know the goal is achieved? Ideally, plan a follow-up 360-degree review in 12–18 months.
Example of a strong development goal from practice:
“By the end of September, I will improve my delegation skills by:
Attending a workshop on effective delegation,
Delegating at least one task per week with clear expectations and deadlines,
Reviewing progress weekly with my team and providing feedback,
Asking my team for feedback on my delegation at the end of September.”
The Manager’s Role in Development
The direct manager plays a crucial – but often underestimated – role in development. Without their support, most plans remain on paper.
What you need from the manager:
Understanding of the 360-degree results (as much as is necessary to support development).
Active support of the development plan.
Providing opportunities to practice new skills.
Regular feedback on progress.
Pro tip: Development requires continuous support, not a one-off conversation. If an employee gets feedback about poor delegation, it’s not enough to sit down once over a development plan.
Successful development includes regular discussions about:
specific situations,
availability for consultation during first attempts,
constructive review of failures.
The manager must be an active partner in the change process, not just the one assigning tasks.
Follow-Up Activities – Coaching and Mentoring
A 360-degree review often uncovers development needs that can’t be solved by training or reading a book. This is where coaching and mentoring come in.
Coaching – Individual Work on Change
An external or internal coach can help with:
deeper understanding and acceptance of feedback,
identifying concrete strategies for change,
overcoming barriers and resistance to change,
maintaining motivation throughout the demanding process.
Coaching is especially effective with blind spots – areas the employee wasn’t aware of.
Mentoring – Learning from the Experienced
Pairing with a mentor inside the organization can provide:
practical advice and shared experience,
opportunities for shadowing and observing good practices,
support and encouragement from someone who has already gone through a similar journey.
Pro tip: Mentoring often works better than formal training. After each wave of 360-degree reviews, connect people with development needs to experienced managers. It doesn’t have to be a formal program – informal consultations and peer experience sharing often bring better results than traditional training. Practical advice from someone who has been there has far greater impact than theoretical knowledge.
Measuring Progress and Long-Term Tracking
Development is not a one-time event; it’s a process. It’s important to monitor progress and adjust the approach if necessary.
Regular Check-Ins
I recommend quarterly short sessions between the employee and their manager to review:
progress on the development plan,
obstacles and challenges,
need for adjustments or additional support,
concrete examples of improvement.
Repeat 360-Degree Review
After 12–18 months, run another review to determine:
whether the targeted areas improved,
which strategies worked and which didn’t,
what new development needs have emerged.
Pro tip: A repeat review validates the whole process. The biggest reward comes in the second round, when you see real improvement. A manager who was flagged for poor delegation in the first review may, after a year of focused effort, turn that weakness into one of their greatest strengths. These transformations prove that investing in 360° feedback is worthwhile and that people truly can grow.
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