360 degree feedback case study GambleAware 360 degree feedback case study

GambleAware are the leading independent charity and strategic commissioners of gambling harm education, prevention, early intervention and treatment across the UK.  

Over the last few years they have been operating in a very complex, fast changing environment under a great deal of scrutiny from the gambling industry, government, service users and providers. They have grown in size significantly and successfully adapted their work to maximise their impact and take advantage of new opportunities (often at short notice).  

Like many fast growing and fast-paced organisations, opportunities for detailed feedback and reflection have been rare and individuals’ experiences of line management and culture have been varied. 

In an effort to rectify this, encourage continuous improvement and demonstrate their commitment to their people, GambleAware decided to invest in an AdviceSheet 360 feedback review with the aim of creating the conditions for everyone in the organisation to feel safe in asking for, giving, and receiving feedback.

Sarah Johnston one of our consultancy and coaching partners worked with GambleAware to develop a bespoke implementation plan for AdviceSheet designed to minimise disruption and maximise impact.  

The 360 feedback survey was rolled out to 60 people in three tranches, managed and supported locally by an HR assistant. By mixing up levels and directorates in these tranches, the rollout was designed to not disrupt any one part of the business too much.

In addition we set the survey reminders to an acceptable level for the organisation’s culture – to match their ways of working. 

As part of the process we provided comprehensive support which included all staff briefings, FAQs, guides, technical support and top tips and had a team of coaches and facilitators available to provide guidance to individuals on demand about the purpose and value of feedback. And in some cases to encourage people to seek external feedback.

As a result, no one felt excluded, or left behind, and the whole process was completed for everyone within a few weeks.

Once the surveys were completed, to help individuals process their 360 reports, facilitated feedback and coaching sessions were provided by the coaching team, and much appreciated. Facilitated feedback conversations prevent subjects from over focussing on any negatives, which can happen when people read their reports. It helps put things into perspective and create clarity about options for action.

The coaching sessions also helped people feel valued and gave the 360 an action focus: everyone was encouraged to commit to up to three things that they were going to stop/start/continue/try.  

None of these conversations were shared with HR or managers, although participants were encouraged to share their commitments in their 1-2-1’s with line managers, peers and teams - where appropriate - so that they could be supported in their actions.

Through the AdviceSheet 360 feedback process, GambleAware recognised the value of reflection and feedback both in terms of creating opportunities for improvement and improving staff engagement and buy-in. This was a big cultural change for the organisation.

The developmental and conversational focus of AdviceSheet created a less intimidating environment for people to give honest feedback.

Individuals at every level got the opportunity to reflect, as well as give and receive feedback with their colleagues.  For many this was the first time this had happened and they found it incredibly valuable.  They felt both challenged and supported to identify what was important to them individually, their colleagues, and the organisation and every individual participant made a commitment to stop, start or continue actions as a result.

The process was instrumental in building connections between different parts of the organisation and breaking down silos - helping people feel part of something bigger and to consider others’ feelings and motivations.  

It encouraged people to look beyond hierarchy and work more with peers, and lots of offers and asks emerged in the feedback.

In terms of added value, although individual results were confidential, the coaching team were able to identify themes across the organisation to inform future work. 

These included: working across boundaries (reducing internal silo working), involving colleagues earlier, using the whole organisation as a sounding board, thinking about the consequences of things for other teams and/or the organisation as a whole, and acting in the interests of GambleAware rather than the individual teams or directorates. 

Although initiatives like AdviceSheet are often seen as soft and fluffy they make a real difference to an organisation's ability to achieve its outcomes.

As a result of the 360 feedback process, individual teams and directorates made commitments to build more feedback loops into their work, there was more cross organisational working and people reported improved levels of patience and understanding – people realised they were not alone in being busy and rushed, and others were also trying hard to do their best.

As a whole, the organisation was able to have more honest conversations, and give consideration to different perspectives.

"Organising AdviceSheet for the whole organisation was very straightforward, any issues were dealt with quickly and we felt supported by Sarah and her team."
 Fiona, HR Officer

"AdviceSheet was of huge benefit to the organisation and great value.  It really helped us build engagement and made people feel valued.  It also challenged individuals on what they could do differently and helped break down silos across the office."
Sonal, Head of People and OD

The process prompted thinking about culture, and the impact that I want to have on the organisation. As well as landing the importance of culture, I am also embedding and role-modelling the behaviours that embody the values I want to promote. For example, being ‘nosey’, inviting challenge, normalising asking for support and trusting each other are important behaviours that my team has rapidly adopted. Going forward, I am focusing on being intentional as a leader. This means continually asking how I approach situations as a leader, and how I am going to impact positively on organisational culture and strategy."
Haroon, Director

"Undertaking the 360 process across the whole organisation was hugely beneficial.  At the most basic level, if provided a shared experience that provided the basis for conversation across the organisation however, a year on from undertaking the process there has been a radical transformation in how teams work together.  There are many more honest discussions between teams and within teams about how they work together to ensure that they everyone draws on the collective expertise and knowledge that we have across the organisation.  There is a much greater focus on relationships rather than the task in hand and when things don't go well people are much more confident in having the conversation in a way that feels constructive to all parties."
Chief Operating Officer

“I did not realise anyone was interested in the work that I do or that they had expertise in this area”.
Anon team member

A 360 degree feedback review is a useful tool, because it creates a neutral and a safe space for people to articulate what they might not be able to say in person, for example, when there are power dynamics at work. 

In addition, 360s’ are an opportunity to talk about strengths as well as weaknesses and to feel valued and appreciated. Knowing that you are valued makes it easier to hear about things you could improve.

If you’re looking for good 360 review software that supports the growth of your employees and your organisation, and removes the complicated admin that can accompany 360’s, use a tool like AdviceSheet which has:

Read more 360-feedback case studies here.