During the past few years, 360-degree feedback has been increasingly used and the implementation
continues to rise. Applied with caution, the feedback process is able to provide meaningful feedback
for both the organization and the individuals involved. Misuse of the 36—degree feedback, however,
could lead to harm feelings, increased anxiety, and even key personnel leave. Carson (2006) in a case
study investigated showcases key research findings on best practices for using the 360-design
feedback process, and reported aligning performance measures with organizational goals and
selecting and training participants. There are many reasons for using 360-degree feedback programs
but there are consequences with the use of this plan. However, some of the issues and risks associated
with 360° feedback can be reduced by carefully explaining the question of why firlms use such
programs. Nevertheless, some companies spend more time to generate enthusiasm and to create
operational plans for a 360° initiative than thinking on what they could realistically reach. The birth
of a 360° initiative can basically be specified as a snowball championing game, where a particular