How to perform a 360 evaluation with Evalart?

There are several techniques for evaluating an employee's performance, but nowadays, the 360 evaluation is the one being preferred by companies. This evaluation, also known as "Feedback 360", is a comprehensive assessment of an individual's performance within a company. It provides a complete view of the person's performance, including various perspectives that allow for identifying their strengths and weaknesses.

It is possible to carry out this type of evaluation from the Evalart evaluation platform. Evalart has a catalog of various types of tests, and among them, 360 evaluations. You can create an account on Evalart to conduct a 360 evaluation from there and evaluate your company's employees.

How to perform 360 evaluations with Evalart?

Evalart's 360 evaluations allow for evaluations where a person can be evaluated by their supervisor, peers, subordinates, and even self-evaluate or be evaluated by third parties such as internal or external clients.

Evalart has 360 evaluations ready for use (found in the Surveys family of the catalog, under the Performance Evaluation and 360 subfamily). These tests can be used directly or can also be cloned to generate a variation by adding or removing questions or areas to evaluate. It is also possible for the user to create a complete 360 evaluation from scratch, in the same way that other tests are created on the platform.

The first step to creating a 360 evaluation is to create a new process (From the Selection Processes menu => New Process). In Evalart, it is possible to perform two types of 360 evaluations, the first is 360 with general evaluators, when it is always the same people who evaluate everyone being evaluated, and the most usual, which is 360 with personal evaluators, where it must be specified for each person who will be their evaluators.

After filling in the general process data, the 360 evaluation to be used must be selected (with the tests button in the process configuration view). The next step is to add the people to be evaluated, which can be manually created, uploaded from a file, or chosen from the candidate database.

If the evaluation is of the 360 type with general evaluators, in the options menu next to the test, you will find the option to define the evaluators (which would apply to all the evaluated individuals). If the evaluation is of the 360 type with personal evaluators, you must define the evaluators for each individual being evaluated (through the options menu next to the candidate, choosing the option to configure evaluators.

In both cases, evaluators can be chosen from the platform's database of candidates and you must indicate the relationship with the individual being evaluated (for example, if they are the supervisor) and check the self-evaluation box if you want the evaluated individual to self-evaluate.

With the invite candidates button, emails will be sent to the evaluated individuals and evaluators to complete the survey. Once all of a person's evaluators have responded, it will be possible to see the result of the 360 evaluation, which will show the results for each evaluated area and for the type of evaluator (self-evaluated, supervisor, peer, subordinate, or other).

Finally, as previously mentioned, a 360 evaluation with Evalart allows you to evaluate all possible angles, mentioned below:

Self-evaluation.

Self-evaluation is not a typical element of 360-degree evaluation, but we include it in this list so you know what it is and how it works.

Self-evaluation is an evaluation conducted by the employee themselves. It involves answering questions about their own performance, how they think they can improve, what has been a problem in recent months, among other aspects.

Although this part of the evaluation can be considered subjective and therefore not offer useful conclusions, it is important because it allows us to understand the context and the life circumstances that can affect the person's performance. It is the only way to obtain this type of information.

Evaluation by the manager, boss, or direct supervisor.

This evaluation is carried out when the boss is responsible for evaluating the performance of their employees. Like any other type of evaluation, it is based on observation, as well as the results obtained.

The boss has a more complete view of the worker's performance because they know their goals, tasks, and teams well. They know what they have to do and what their deadlines are to meet their responsibilities.

Evaluation by coworkers.

When coworkers are responsible for evaluating an employee, we can get a view of how they perform in a work team. In addition, we can also evaluate other aspects, such as creativity, the ability to react to problems, the company culture, among others. In other words, all those skills that have been observed by those who have worked directly with that person.

Evaluation by direct reports or subordinates.

Subordinate evaluation allows us to assess an employee's ability to lead and manage work teams. Communication skills and ability to lead projects can also be evaluated. Many companies call it 360 evaluation, as it requires more time and effort and can have an impact on the relationship with customers.

Customer evaluation.

This evaluation process is performed when the company asks some customers to evaluate a worker. This is the well-known customer satisfaction survey, but in this case, it refers to the employee's performance rather than the product or service offered. The 360 evaluation aims to assess the satisfaction of anyone who has had contact with the employee, including customers in some organizations. However, this practice is not very common as it can negatively impact the relationship with customers and the type of feedback obtained is not necessarily related to the job, unless the employee works in customer service.

The function of a 360-degree evaluation.

A 360-degree evaluation is a tool to measure employees' job performance both quantitatively and qualitatively, which is why it combines questions about specific and measurable behaviors with subjective opinions.

It's important to highlight the difference between these two methods, which can easily be combined:

• 360-degree evaluation measures the way of working (behaviors, attitudes), the "how".

• Evaluation by objectives measures the result of the work (how much has been produced, in how much time), the "how much".

360-degree evaluation helps to:

• Measure employee performance.

• Assess skills and competencies.

• Develop training plans.

• Serve as a basis for implementing career and succession plans.

In summary, 360-degree evaluation allows obtaining feedback on performance, and on the key skills and competencies required in the job position.

Benefits of 360 evaluation with Evalart.

360-degree evaluation is valued for its unique features.

• This model avoids the influence of biases by obtaining information from different sources, i.e. from multiple people with different responsibilities, relationships with the evaluated person, and roles in the company.

• The 360 evaluation format is more objective, as it evaluates different competencies differently. For example, customer service will be valued better by a customer than by a colleague.

• 360-degree evaluation promotes the formation of more complete and cohesive work teams.

• It also allows for the collection of a large amount of key information about each team member.

• It evaluates the key competencies of the position and the strengths and weaknesses of the employee.

• It improves equity and ensures that internal promotion processes are fair.

• And, because it obtains information from different sources, it promotes horizontal communication and involves different departments.

Finally, 360-degree evaluation is an essential component for companies that seek to evaluate the qualities that define the organization's culture and philosophy, as well as the leaders' ability in soft skills. That is why its implementation within organizations is of great importance, and Evalart is an important tool for achieving this type of evaluation.