ABSTRACT
Over recent years, we have seen a shift in emphasis from 360 degree feedback as a development device to its use in appraisal. It can be used for both purposes, though if it is to be part of appraisal; it should be treated as just one input to the process, rather than taking centre stage. The enthusiasm and the speed with which such feedback was embraced are remarkable. There is a growing body of evidence suggesting that, this kind of process can lead to changes in behaviour, increased competency levels and other desirable performance outcomes. The concept of multi-source, multi-level feedback seems to suit the move towards the less hierarchical, more flexibly structured, and knowledge-based organisations of the future. But the parallels with psychometric testing are striking. Tests are often presented as easy to use, but actually they are only easy to use badly. And the merits of any one test are difficult to judge on superficial characteristics alone.
