- Title Pages
- 1 Introduction and Overview to <i>The Handbook of Strategic 360 Feedback</i>
- 2 What Is “Strategic 360 Feedback”?
- 3 Best Practices When Using 360 Feedback for Performance Appraisal
- 4 Historical Challenges of Using 360 Feedback for Performance Evaluation
- 5 Technological Innovations in the Use of 360 Feedback for Performance Management
- 6 Strategic 360 Feedback for Talent Management
- 7 Using Stakeholder Input to Support Strategic Talent Development at Board and Senior Executive Levels
- 8 Application of 360 Feedback for Leadership Development
- 9 Moving Beyond “The Great Debate”
- 10 Team Development With Strategic 360 Feedback
- 11 From Insight to Successful Behavior Change
- 12 Integrating Personality Assessment With 360 Feedback in Leadership Development and Coaching
- 13 Strategic 360 Feedback for Organization Development
- 14 Factors Affecting the Validity of Strategic 360 Feedback Processes
- 15 Can We Improve Rater Performance?
- 16 Rater Congruency
- 17 Is 360 Feedback a Predictor or Criterion Measure?
- 18 The Journey From Development to Appraisal
- 19 Harnessing the Potential of 360 Feedback in Executive Education Programming
- 20 An Alternative Form of Feedback
- 21 Mitigating Succession Risk in the C-Suite
- 22 Integrating Strategic 360 Feedback at a Financial Services Organization
- 23 Leveraging Team 360 to Drive Business-Enhancing Change Across the Enterprise at Whirlpool Corporation
- 24 What Kind of Talent Do We Have Here?
- 25 360 Feedback Versus Alternative Forms of Feedback
- 26 Gender, Diversity, and 360 Feedback
- 27 Using Analytics to Gain More Insights From 360 Feedback Data
- 28 The Ethical Context of 360 Feedback
- 29 The Legal Environment for 360 Feedback
- 30 Using 360 Feedback to Shape a Profession
- 31 <i>The Handbook of Strategic 360 Feedback</i>
- About the Editors
- Name Index
- Subject Index
The Handbook of Strategic 360 Feedback
The Handbook of Strategic 360 Feedback
Themes, Prognostications, and Sentiments
- (p.517) 31 The Handbook of Strategic 360 Feedback
- Handbook of Strategic 360 Feedback
Allan H. Church
David W. Bracken
John W. Fleenor
Dale S. Rose
- Oxford University Press
In the final chapter, personal observations of the handbook editors are given, including key themes, predictions, career highlights, and reflections on editing this volume. As noted in the case of 360, there have been so many permutations of the method over the years that very few implementations will look similar; as a result, there can be confusion about what exactly is 360 Feedback. By focusing on Strategic 360 Feedback as an organizing framework, practitioners can now examine a cohesive set of guidelines to shape the direction of this growing practice. Successfully leveraging 360 Feedback to align talent with strategy requires attention to all facets of the process. One of the themes that emerges from this volume is the potential use of self–other rating agreement as a measure of self-awareness and leader effectiveness. Another emerging theme from this volume is the effect that technology is having on the 360 Feedback process. In a different direction, vendors and practitioners should not claim the benefits of collecting feedback under the label of “360 degree” and then not follow the practices that make it effective and appropriate for the advertised use. The bottom line remains that for 360 Feedback to be effective and ethically defensible it must meet the basic criteria presented. Each of the levers of strategic intent, measurement quality, integration, and inclusion must be amped up or modified to achieve the best results in the right contexts and with the fully aligned purpose of the effort in mind.
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