First of all, people familiar with the situation should be involved in the evaluation, not all.

Second, we should avoid letting the appraisers make a general evaluation of the appraisal indicators, but should give a specific operational definition, which can be a description of the meaning of the appraisal indicators or a regulation of the frequency of related behaviors. In short, the purpose is to guide all appraisers to evaluate according to the same standards.

Thirdly, according to the specific observation perspective of appraisers at all levels, it is reasonable to arrange appraisers at different levels to evaluate different indicators of appraisers, rather than "one size fits all"; Even if examiners of different levels use the same assessment form from the convenience point of view, they should design the weights reasonably according to the principle of "the familiar has the right to speak".

2. The training of examiners is essential.

In order to prevent the evaluation criteria from becoming a mere formality, it is very necessary to spend time and energy on training examiners to ensure that everyone has a * * * understanding of the evaluation criteria. Unfortunately, this is a link that is often overlooked in practice.

If conditions permit, another alternative is to hire a third-party consulting agency to collect information through interviews or open questionnaires, and then encode the collected information with objective standards to form an evaluation of the assessed.

3. Pay attention to the consistency of the evaluation process.

Because the 360-degree assessment involves a wide range of personnel, it is often necessary for different organizers to organize multiple on-site assessments in the information collection stage, which involves the consistency of the assessment process. It is necessary to unify the instructions as much as possible to avoid improvisation by the organizers. For example, "it won't take up too much time" is likely to be a hint that affects the assessment results.

4. Be careful with the results of the 360-degree assessment.

In fact, 360-degree assessment is a common translation of 360-degree feedback, which is intended to give feedback to employees' performance and help employees correctly understand their own shortcomings and make targeted improvements. However, when it is used as an assessment method that will affect employees' salary promotion, we should be soberly aware of its possible problems and be cautious.