Going Full Circle: An Analysis of End-User Perspectives on the Implementation of the USMC 360-Degree Feedback Program

Abstract

The United States Marine Corps’ counseling and development process requires modernization to remain on the leading edge of talent management and to keep pace with both the public sector and the private sector. The Commandant’s plan, titled Talent Management 2030, states that the Marine Corps will implement a 360-degree feedback program to bridge gaps and to retain the best, brightest, and most capable leaders. The purpose of our research is to analyze end-user perspectives to gauge support for 360-degree feedback in both developmental and evaluative capacities and offer recommendations for who should receive feedback and/or when feedback should be distributed. The sample population for our survey study is comprised of Marine Officers assigned to the Naval Postgraduate School. Most of the sample population consists of captains and majors between the ages of 26 and 35, with 6 to 15 years of military service. The results of our survey suggest that there is support for 360-degree feedback, particularly when utilized in a developmental capacity. Our analysis suggests that 360-degree feedback should be targeted toward junior or mid-career company grade officers and should relate to a significant occasion, such as advancement to a position with substantial oversight or influence. Our implementation and scaling recommendations consider civilian organization “best practices” and try to achieve meaningful results, enable growth, and avoid survey fatigue. 14.