It is clear what the purpose of a feedback is. However, what are its main principles and characteristics is yet to be determined. A research on a company feedback mechanism needs to be conducted to better understand the process of creating feedbacks. Comparing various types of feedbacks used in widely known and respected companies might prove as a useful tool in solving this issue as well. Another area where research needs to be done is concerning the concrete rules and characteristics that are to be considered when giving feedback. When is it appropriate to give feedback? How should its main scope be defined? Further, are there any length and question formulation specifics that are to be followed? As a result of this research, it will be possible to make conclusions on how an effective feedback should look like and what characteristics should it have.

In view of the fact that a 360-degree feed

• It is essential to have a clear goal. Pointing out a variety of problems may cause the receiver to get confused. Simplifying the message will allow the recipient to focus on the selected goal rather than trying to improve in various areas (Beatty & Bremley, 1999).

Based on the article “360 degree Feedback Best Practice Guideline” there are 5 critical stages of introducing the 360-degree into a company:

The individual benefit is that the 360-degree feedback provides the partaker with a chance to learn how different peers, managers, subordinates perceive them. Naturally, leading to increased self-consciousness. As people learn about themselves in opinions of their colleagues and confront it with their own perception about themselves they are capable of carrying out objective conclusions on their weak and strong sides. Afterwards, the participants can focus on skills and abilities that need improvement. Further, they grow positive and optimistic about duties they do well.

Some topics in this essay:
Feedback Gathering, , O‘Brien O’Brien, Nowack Ghorpade, Practice Guideline”, Analysis Feedback, Human Resources, Bob Lewis, Empowerment Development, University Michigan, 360-degree feedback, effective feedback, performance feedback, • feedback, kay nowack ghorpade, ghorpade 2002, kay nowack, introduction 360-degree, nowack ghorpade 2002, nowack ghorpade, pfau kay nowack, pfau kay, feedback widely, introduction 360-degree feedback, characteristics effective feedback,