360 degree feedback system for retail store managers

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Description of the Job

The chosen job here is the retail industry as the area of focus in examining the 360 degree feedback system. The particular job chosen is that one of retail store manager which involves an individual that oversees how customers who walk into a retail store are attended to and guide the attendants on how they are supposed to treat the customers. The retail store manager also answers any question that a shopper has which other shop attendants were unable to provide sufficient answers. They are also supposed to ensure that everything within the store runs smoothly and customers are satisfied when they get into the stores. The retail managers should be individuals that interact freely with others since they are in charge of the store and will have to interact with the attendants as well as the shoppers.

Definition of the 360 degree feedback

The 360 degree feedback is a process or system that involves employees receiving confidential feedback from people that work around them. This includes the managers of employees, their peers as well as direct reports. A number of people fill out an online feedback form which is anonymous which asks questions that cover a broad range of competencies required within the workplace. Computers and technology have made it easier when it comes to the collection of multisource feedback as well as providing it to the managers and executives in a timely way. These feedback forms include questions which are measured on rating scales and at the same time asking raters to provide written comments. The individual receiving the feedback is also expected to fill out a self-rating survey which includes the same survey questions that are received by others in their forms. For the feedback to be effective and aid in development, it has to be anonymous, timely and confidential. Raters that give feedback on an anonymous basis are more likely to be honest and open. At the same time recipients who know that the feedback received is confidential will be open to receiving it. This feedback provides a rich information source that can be useful for particular development plans as well as increase the managerial learning (CustomInsight, 2014).

The 360 feedback system measures various things such as competencies and behaviors, provide feedback on other peoples perception of employees, addresses skills like listening, goal setting and planning and evaluation that focusses on subjective areas like character, teamwork and leadership effectiveness. The 360 degree feedback is used in two main ways; as a development tool that helps an employee to recognize their strengths and weaknesses and hence become more effective secondly it is an appraisal tool that is used for measuring the performance of employees.

Implementation of the system for a retail manager

The 360 degree feedback system can be implemented easily within the job position of a retail manager. The first thing during implementation is ensuring that the purpose and process is well communicated to the employees before any of the assessments are administered. Those within the organization have to be trained on how to provide accurate ratings. Secondly ensure that a pilot group before organization wide roll-out is also crucial. If it is the first time to use the 360 degree feedback system the organization executives should make sure they wait for a second year before they give any raise to the retail store manager. The administration should also ensure that they use small but very relevant rater groups. For instance in this case the rater groups to be used will be loyal and frequent customers and shop attendants. Finally always ensure that the surveys are short, the surveys should be designed in a way that they are short enough since in long surveys raters often get fatigue that leads to all scores falling in the good range.

Weaknesses or problems with using this feedback system

There are several weaknesses when it comes to using the 360 degree feedback system .first of all how to interpret findings when they are differing from one group to another is quite challenging. Secondly each rater sees a different behavior therefore it might be difficult to know the basis upon which the ratings will be observed. The 360 degree system also ignores systems in which behaviors occur.in many cases there is fear of retribution from a supervisor if the ratings are not favorable. Furthermore self ratings can be termed as being unreliable as well as inaccurate (Linman, 2003). A very prominent weakness of the system is the fact that people might be tempted to ask their friends within the company to be the ones who get the feedback instruments. This will definitely lead to the tipping of the scale in an individual's favor and ensure that no negative comments are made. A significant pitfall with the use of the 360 degrees feedback system is when raters are expected to carry out an evaluation without being given advance notice or information on how to go about the process (Gravett, 2009).

Solutions to address any weaknesses or problems

For the 360 degree feedback system to be successful there are several recommendations that I can make. This includes the understanding that the process is confidential as well as meaning of confidentiality. The organization should also make sure that they have the goals of the process in mind before it is implemented. The methods used for administering the process should be efficient and well understood by raters. The expectations of the employees who are involved in the process should also be highlighted before the process begins. Self -- ratings should be avoided at all cost since they are often unreliable and will not give accurate information. Friends should not be allowed to take part in the surveys rather the entire process should be carried out as confidential as possible so as to avoid any bias in the feedback. Finally before the survey is conducted the raters should be trained and equipped with information on what pertains to the process as well as what is expected from them (Heathfield,2009).