Handbook of Strategic 360 Feedback

ISBN : 9780190879860

Allan H. Church; David W. Bracken; John W. Fleenor; Dale S. Rose
576 ページ
178 x 254 mm

This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment.

Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.


Marshall Goldsmith
Chapter 1. Introduction and Overview to the Handbook of Strategic 360 Feedback
Allan H. Church, David W. Bracken, John W. Fleenor, and Dale S. Rose
Chapter 2. What Are Strategic 360 Feedback Systems?
David W. Bracken
Section I. 360 for Decision-Making
Chapter 3. Best Practices When Using 360 Degree Feedback for Performance Appraisal
E.D. Campion, M.C. Campion, and M.A. Campion
Chapter 4. Historical Challenges of Using 360 Feedback for Performance Evaluation
Manuel London and James W. Smither
Chapter 5. Technological Innovations in the Use of 360 Feedback for Performance Management
Steven Hunt, Joe Sherwood, and Lauren Pytel
Chapter 6. Strategic 360 Feedback for Talent Management
Allan H. Church
Chapter 7. Using Stakeholder Input to Support Strategic Talent Development at Board and Senior Executive Levels: A Practitioner's Perspective
Paul Winum
Section II. 360 for Development
Chapter 8. Application of 360 Feedback for Leadership Development
Cynthia McCauley and Stephane Brutus
Chapter 9. Moving Beyond The Great Debate: Recasting Developmental 360 Feedback in Talent Management
Jason Dahling and Samantha Chau
Chapter 10. Team Development with Strategic 360 Feedback: Learning From Each Other
Allison Traylor and Eduardo Salas
Chapter 11. From Insight to Successful Behavior Change: The Real Impact of Development-Focused 360 Feedback
Kenneth M. Nowack
Chapter 12. Integrating Personality Assessment with 360 Feedback in Leadership Development and Coaching
Robert B. Kaiser and Tomas Chamorro-Premuzic
Chapter 13. Strategic 360 Feedback for Organization Development
Allan H. Church and W. Warner Burke
Section III. 360 Methodology and Measurement
Chapter 14. Factors Affecting the Validity of Strategic 360 Feedback Processes
John W. Fleenor
Chapter 15. Can We Improve Rater Performance?
David W. Bracken and Christopher T. Rotolo
Chapter 16. Rater Congruency: Why Ratings of the Same Person Differ
Adrian Furnham
Chapter 17. Is 360 Feedback a Predictor or Criterion Measure?
Elaine D. Pulakos and Dale S. Rose
Section IV. Organizational Applications
Chapter 18. The Journey From Development to Appraisal: 360 Degree Feedback at General Mills
Tracy M. Maylett
Chapter 19. Harnessing the Potential of 360 Feedback in Executive Education Programming
Jay A. Conger
Chapter 20. An Alternative Form of Feedback: Using Stakeholder Interviews to Assess Reputation at Walmart
Lorraine Stomski
Chapter 21. Mitigating Succession Risk in the C-Suite: A Case Study
Seymour Adler
Chapter 22. Integrating Strategic 360 Feedback at a Financial Services Organization
William J. Shepherd
Chapter 23. Leveraging Team 360 to Drive Business-Enhancing Change Across the Enterprise at Whirlpool Corporation
Stefanie Mockler, Rich McGourty, and Keith Goudy
Chapter 24. What Kind of Talent Do We Have Here? Using 360s to Establish a Baseline Assessment of Talent
Christine Corbet Boyce and Beth Linderbaum
Section V. Critical and Emerging Topics
Chapter 25. 360 Feedback versus Alternative Forms of Feedback: Which Feedback Methods are Best Suited to Enable Change?
Dale S. Rose
Chapter 26. Gender, Diversity, and 360 Feedback
Anna Marie Valerio and Katina Sawyer
Chapter 27. Using Analytics to Gain More Insights From 360 Feedback Data
Alexis A. Fink and Evan F. Sinar
Chapter 28. The Ethical Context of 360 Feedback
William H. Macey and Karen M. Barbera
Chapter 29. The Legal Environment for 360 Feedback
John C. Scott, Justin M. Scott, and Katey E. Foster
Chapter 30. Using 360 Feedback to Shape a Profession: Lessons Learned Over 30 Years from the Human Resource Competency Study (HRCS)
Dave Ulrich
Chapter 31. The Handbook of 360 Feedback: Themes, Prognostications, and Sentiments
Allan H. Church, David W. Bracken, John W, Fleenor, and Dale S. Rose
Contributor Biographies


Allan H. Church is Senior Vice President of Global Talent Assessment and Development at PepsiCo. During his 18 years with PepsiCo he has worked in a variety of roles related to talent management and organizational development. Prior to joining PepsiCo, he spent nine years as an external consultant with Warner Burke Associates and several years at IBM. He is past Chair of the Mayflower Group, and currently sits on the SIOP Executive Board and Board of Directors for SHRM's Executive Network, HR People & Strategy. He is an Adjunct Professor at Teachers College, Columbia University, and Associate Editor of Journal of Applied Behavioral Science. He received his PhD from Columbia University and is a SIOP, APA and APS Fellow. David W. Bracken is a Professor of Graduate Studies at Keiser University and Principal at DWBracken & Associates in Atlanta, GA. His contributions focus on the use of feedback to improve individual, team and organizational performance by informing talent management; decisions. He is senior editor of The Handbook of Multisource Feedback (Jossey-Bass, 2001). Dr. Bracken received his BA from Dartmouth College and MS and PhD degrees from Georgia Tech in Industrial/Organizational Psychology. He is a Fellow of SIOP and APS, and a Certified Professional Coach. John W. Fleenor is a Senior Researcher in Commercialization and Innovation at the Center for Creative Leadership in Greensboro, NC. Dr. Fleenor received his PhD in Industrial/Organizational Psychology from North Carolina State University. He is an Adjunct Associate Professor of Psychology at North Carolina State University and a Fellow of SIOP. He is a member of the editorial boards of Leadership Quarterly, Journal of Business and Psychology, and Human Resource Management. Dale S. Rose is founder and President of 3D Group, a consulting firm dedicated to delivering high impact, strategically aligned 360 Feedback programs for over two decades. He has written numerous journal; articles on assessing and developing talent, and is lead author of the book Hire Better Teachers Now. In addition to being the chief architect of 3D Group's proprietary 360 Feedback software, Dr. Rose has written more than a dozen commercial assessments for identifying and developing talent. Dr. Rose most enjoys talking with leaders about how to leverage their personal feedback or how use system-level employee feedback to grow organizations. He received his Ph.D. in Industrial-Organizational Psychology from DePaul University.