Subjectivity in 360 Assessments: What it Means and Why It Matters

In today’s diverse work environments, 360-degree feedback has become a cornerstone for personal and professional development. This method collects input from a variety of perspectives – managers, peers, employees and sometimes even clients – providing a holistic view of an individual’s performance. But at the heart of every 360 assessment lies a crucial element: subjectivity. 1

The Role of Subjectivity in 360-Degree Feedback

When you engage in a 360-degree feedback process, you’re relying on the perceptions and experiences of your colleagues, managers and customers. Subjectivity is inherent because feedback providers interpret behaviors through their own lenses. Their perceptions are shaped by individual biases, cultural backgrounds, workplace dynamics, and personal experiences. While these subjective insights can reveal valuable information about interpersonal dynamics and leadership qualities, they may also result in variability and potential discrepancies. 2

Subjective vs. Objective Feedback

Objective feedback focuses on measurable outcomes and concrete data – think of metrics like sales performance or project completion rates. In contrast, subjective feedback is less tangible and rooted in personal interpretation. For example, a colleague may perceive your communication style as “direct,” while another interprets it as “blunt.” Both interpretations stem from subjective experiences, yet both are valid within the framework of 360 feedback. 3

Why Subjectivity Matters

For HR managers, team leads, and supervisors, understanding the role of subjectivity is vital to ensuring the fairness and effectiveness of 360 assessments. If subjective feedback isn’t properly contextualized, it can lead to skewed results, undermining the process’s credibility. Moreover, employees who perceive the feedback process as unfair or biased may disengage, eroding trust in leadership and reducing the willingness to act on developmental recommendations.

Subjectivity also plays a key role in fostering meaningful conversations. While objective data shows what is happening, subjective feedback offers insights into why it happens. For instance, while sales numbers may show an objective decline, subjective feedback could highlight leadership gaps or communication barriers contributing to the issue. 2

What’s Next?

This is just the beginning of our deep dive into 360-degree feedback. In articles from the Subjectivity in 360 Assessments series, topics such as common subjective biases in 360 feedback, strategies to reduce subjectivity, self-perception and the impact of cultural differences are explored. Feel free to check it out to unlock the full potential of 360-degree feedback for you and your team.

By acknowledging and managing subjectivity, you can turn 360 feedback into a powerful driver of growth, fairness, and performance.

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Sources

1. Holtmeier, S., & Mertin, I. (2020). Feedback-Trends in Organisationen: 360°, ongoing, instant, always-on und Kudo. In K. P. Stulle (Ed.), Digitalisierung der Management-Diagnostik (pp. 289–330). Springer Gabler. https://doi.org/10.1007/978-3-658-30905-3_13
2. Fleenor, J. W. (2019). Factors affecting the validity of strategic 360 feedback processes. In A. H. Church, D. W. Bracken, J. W. Fleenor, & D. S. Rose (Eds.), The handbook of strategic 360 feedback (pp. 237–254). Oxford University Press. https://doi.org/10.1093/oso/9780190879860.003.0016
3. Van der Heijden, B., & Nijhof, A. H. J. (2004). The value of subjectivity: Problems and prospects for 360-degree appraisal systems. International Journal of Human Resource Management, 15(3), 493–511. https://doi.org/10.1080/0958519042000181223