In my opinion, the 360-degree strategy could not be implemented in the call center’s environment for several reasons. First, the structure is comprehensive and includes multisource feedback covering customers, subordinates, peers, suppliers, and supervisors (360-degree feedback, 2021). Although it provides detailed information about the organization’s performance, it could be time-consuming and expensive. For large-scale companies, similar check-ups are necessary to examine performance and efficiency. However, for the call centers, this approach could be highly undesirable. Another reason to refuse this feedback system is personal difficulties that could appear in the process (360-degree feedback, 2021). Inappropriate implementation and irrelevant examinations could lead to conflict between colleagues ruining the working environment. Lastly, it is crucial to mention that this feedback system is usually one-sided. The lack of follow-up leads to the root of the problem is not eliminated. Another issue obstacle associated with the 360-degree feedback strategy is that it often focuses on competencies skills. For call centers, it is crucial to keep a central organizational structure rather than competition. These changes could alter business priorities that negatively affect performance and productivity.
I can see your point and agree with the fact that the idea of implementing the 360-degree strategy for call centers is groundless. Your justifications related to 360-degree feedback perfectly reflect the process’s concept; however, they do not provide important information that would help eliminate this option. In my opinion, the main problem is that 360-degree feedback is usually used once a year to evaluate the main areas of improvement (360-degree feedback, 2021). An organization such as a call center requires constant revisions regularly. Therefore, the feedback processes with a less complex structure, for example, 270-degree feedback, could be more convenient and beneficial for this type of organization. From your point of view, personal and professional relationships could be affected by the given strategy. However, I do not consider this factor as the main issue related to the call center’s environment. I believe time and productivity should be the main concern associated with the 360-degree structure. Therefore, small-scale organizations such as call centers should look for other performance evaluation strategies that correspond to their needs and not distribute work efficiency.
I support your point and discourage the idea of applying a 360-degree feedback strategy in call centers. I also support the view that the 360-degree approach is too complex for call centers, and workers do not require comprehensive feedback. 360-degree feedback covers cooperation and contribution from different units, including managers, bosses, customers, peers and suppliers, and subordinates (360-degree feedback, 2021). At this point, I think that the conflict and uncertainty among team members is not the main issue. 360-degree feedback is costly and time-consuming for organizations with a limited occupation, like call centers. Moreover, it demands training to increase the qualification of trainers.
Additionally, this structure usually does not provide significant results and presents the absence of follow-up. This vision of the problem is correct, but we should consider the issue more globally. I offer to consider other strategies that will have no impact on performance and productivity. 270-degree is a good alternative for the proposed strategy, as it includes similar strategical units; however, it covers all necessary entities for effective evaluation. This structure consists of three sources of rating for employees and areas of improvement. Unlike the 360-degree strategy, this feedback system is cost-effective and time-efficient.
Reference
360 degree feedback: A full guide. AIHR. (2021). Web.