With the growing use of 360-degree, or multi-rater, feedback in organizations today, there is much disagreement over how it should be employed: strictly to help the manager develop or also to help those who work with the manager decide such issues as pay and promotion. The articles in this publication, authored by professionals who have extensive experience with 360, span the range of the discussion.
Additional Contributing Authors:
David W. Bracken, President of DWB Assessments, inc., specializing in the development and implementation of largescale, multisource feedback systems.
Maxine A. Dalton, former research scientist and program manager at the Center for Creative Leadership.
Robert A. Jako, manager of Physician Performance Assessment and Compensation at The Permanente Medical Group.
Victoria A Pollman, general manager, human resources, at Texaco.