The Art and Science of 360-Degree Feedback, Second Edition

Building a Performance Culture at Standard & Poor’s

When Sara McAuley, senior vice president of human resources, and Jeff Crane, director, Standard & Poor’s learning and development, describe how their organization, a division of The McGraw-Hill Companies, uses 360, they can point to a history with the process that goes back to 1993. The original driver was for development purposes, and that continues to be the case today. As Crane notes, “People and brand are our greatest assets and our goal is to find ways to provide objective feedback to our employees to enable them to focus on their development.” In fact, that objective feedback and the process by which it is implemented turns out to be a critical component in their performance management ...