With the broad implementation of 360-degree feedback instruments over the past two decades, many large organizations are sitting on reams of data that hold critical clues to identifying and developing their best performing employees. But the vast majority of companies using 360-degree feedback instruments fail to fully exploit the information these tools produce – the data is most often used for developmental reviews, and seldom for increasing productivity or generating incremental revenue.

Harvesting 360-degree feedback data can help maximize the value of these investments and directly improve the company’s bottom line.

Below is a story of a Fortune 100 financial services company who took an analytical initiative to link their existing management competency data to key performance metrics. Their goal was simple – they wanted to see if competencies could correlate with individual financial production.


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