The desire to obtain performance feedback in order to improve performance has existed since civilization’s first leaders. From kings seeking advice from their counsel, to World War II officers collecting feedback from their comrades, to the development of the first feedback process by 1980s psychologists, the development of the 360 degree leadership feedback system has come a long way.
Despite all the tweaks and touchups over the years, however, there are still noted challenges with traditional 360 tools. Some of these shortcomings include:
- Paralysis by Analysis – Commonly referred to as ‘information overload,’ this occurrence is caused by the excessive quantity of data presented by 360 tools trying too hard to cover as many behaviors as possible. These situations often call for the help of an interpreter, adding cost and difficulty to the implementation process.
- Lost in the Woodwork – The length and excess of information involved in traditional methods make the fully effective application process harder to follow through with. The post-data collection follow-up is often skimped on or removed completely, wasting all the time and effort initially put forth.
- Thrust into the Limelight – Being dissected by those you work with is hardly enjoyable, causing a heightened sense of self-analysis by the leader. This often leads to hypercritical feedback of themselves, essentially skewing the data.
- Not so Anonymous – The fear of having their name tied to their responses causes respondents to be hesitant to be completely truthful, ultimately making the data ineffective.
- A To-Do List a Mile Long – Constructive criticism is helpful up to a point—that point being when the list of criticisms becomes a mile long. When it comes to a performance development to-do list, quality outweighs quantity; however, most traditional tools don’t abide by those standards.
- TMI – Simply put, most feedback processes are unnecessarily complicated. Complexity requires more time, effort, and costly interpretation. Although they are overflowing with information, traditional 360 degree feedback tools, in fact, leave much to be desired.
Luckily, a new approach has been developed that strikes down the preceding challenges. The Talassure360 reports its results in a manageable, easy-to-understand way without compromising the necessary data to develop an improvement plan. The Talassure360 is able to guide the subject on a path to bring about actual, meaningful change without making them feel overwhelmed or incapable.
The Talassure360’s questions are written for every sector of the workforce—say goodbye to ‘advanced’ jargon that makes lower-level employees feel left out. This allows for interdepartmental dialogue and improved cohesion across the entire organization. From an interpretation standpoint, the Talassure360 eliminates any vague or misinterpret-able data. It automatically extrapolates the most meaningful pieces and presents them in a way that makes acting upon it simple and quick.
What’s more is that the Talassure360 is backed by data from 5 generations: Generation Z, Millennials, Generation X, Baby Boomers, and the Silent Generation. It was written intentionally to represent the positions of the various generations within the modern workforce—and is easily accessible by all the common methods preferred by the various generations.
With a new take on reporting, and the ability to utilize and engage every sector of the workforce, the Talassure360 tool is poised to impact the business sphere. Perhaps with this new technology and new face, the 360 feedback process can finally realize its full potential.
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