Background: 360 feedback process is a performance management tool for people to identify the areas where one can improve upon in leadership and management. The process involves people whom you work with giving you anonymous feedback. 360 feedback if used properly can be a good insight and helps in people development and leadership development, but there are major concerns regarding the process. Specifically, where people who are not open to feedback and look at the negatives of the 360 process itself.
Mayur Ranjan was a young achiever in Nautek*International, with multiple promotions in short duration, he had climbed the organization's ladder really fast. As part of the performance management exercise, he was suggested to undergo a 360 feedback process, which he resisted very sharply, considering the process is useless and one more HR(Human Resource) term which other people require rather than him. The case deals with what a young achiever’s resistance is to get a feedback, their assumptions about a process like 360 which makes them resist it, how they finally undergo the process. Secondly the case also gives insight about how a consultant who is using a performance development tool like 360 needs to promote it so that people don’t misinterpret it.
360 feedback, human resource, Process