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Survey Effectiveness Index

Organization Performance

Customer
Loyalty

Organization Performance Model

Customer Loyalty Model

Multi-Rater
Assessment

PDi Followup
Action Planning

Learn about the 360 degree feedback system

Any individual's work style tends to vary according to whom that person is dealing with at the time. For example, a manager's communications with direct reports may be quite different from his communications with executive management. Because of this complex dynamic, one-dimensional survey tools simply can't provide an accurate assessment of an employee's skills. 360 degree feedback surveys were developed to overcome this hurdle by providing a multi-faceted view of performance as it occurs in a range of situations. By gathering feedback from multiple constituencies, such as direct reports, colleagues, and other stakeholders, the 360 degree feedback system provides a comprehensive view of an employee's work. The results provide a valuable basis for making real change where improvement is needed and for recognizing the skills that an employee already has developed. Discover the amazing difference for yourself by contacting Performance Dimensions International for more information.


360 degree feedback surveys really work

One of the greatest advantages of a multi-faceted review is that the results become undeniable when multiple independent groups provide similar assessments. PDi's 360 degree feedback surveys are designed to be highly confidential, so participants feel comfortable providing frank input when they might not otherwise do so. These characteristics of multi-faceted input and confidentiality make the 360 degree feedback system especially powerful for employees at any level. Consider using 360s for your entire management or executive team to reflect their commitment to the process, and then expand participation out to other employee groups. PDi offers volume discount pricing so you can affordably maximize the positive impact of this tool. Contact us today to learn how to get started.



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