guide to multi source feedback

NHS Berkshire West
Multi Source Feedback Toolkit
Compiled by Ros Crowder and Maggie Woods
Primary Care CPD Tutors
NHS Berkshire West and Oxford Deanery
March 2010

Multi Source Feedback
What is Multi Source Feedback
Multi Source Feedback (MSF) is a confidential process of gathering
information about your behaviour and performance from a number of sources
“ it is the systemic collection and feedback of performance data on an
individual or group derived from a number of stakeholders on their
performance “ Ward (1995)
It is a reliable method of providing data for reflection and development of your
work performance “ (NHS Education Scotland and COGPED 2008)
In other words it is a way of looking at your behaviour in your job role from
more than one perspective, a full circle view.
Revalidation
One type of information required as supporting information for medical
revalidation will be multisource feedback from colleagues. This information will
be considered at your annual appraisal.
As a doctor you are required to provide evidence from MSF twice in the five
year cycle of revalidation. (General Medical Council 2008)
Benefits
People that have used MSF have identified a number of benefits, these
include:
• Increased self awareness and insight, “discovering your blind spots”
• Identifying and understanding their strengths
• Helping them to take ownership and control of their own development
• Helping with their continuing professional development (CPD)
• Providing the evidence to support an effective appraisal process
There are also benefits to your practice:
• Better communication
• Better patient care through improved skills and knowledge
• A more open learning culture
• Helping to inform the provision of Continuing Professional
Development

Keys to Successful Multi Source Feedback
• Timing
Many General Practitioners are only using MSF as part of the evidence to
support revalidation. However it can be used at any time to gain feedback. It
may be advisable to avoid times of significant change within a practice or if as
an individual you are under significant change in your personal life.
• Purpose
It is important for you to consider why you are carrying out the MSF and what
may be the implications for you and your practice. It may sound obvious, but
are you happy to receive feedback and reflect on it
The practice that you work in should also be supportive of process and be
willing to act upon and participate the outcomes of the review.
• Tools
The MSF questionnaire that you choose should reflect your purpose. What is
it that you want to know about for example if you are in a educational role
you may wish to choose a tool that asks questions related to that.
As revalidation becomes formalised you will be required to use a tool that
reflects the principles of Good Medical Practice and is accredited by the
General Medical Council. Currently there are a number of tools being
developed.
There are some examples of MSF questionnaires in appendix 3 and 4.
• Confidentiality and Anonymity
The most important aspect of a MSF is that of confidentiality. The best way for
it to be organised is that the responses are sent to a third party who collates
and organises the feedback. This may be someone from outside your practice
such as a practice manager from another surgery, your appraiser or a trusted
colleague.
• Feedback
Evidence has indicated that 360 feedback is a positive developmental process
provided that skilled facilitators are used to provide the feedback and to
encourage reflection.
It is therefore recommended that;
The feedback facilitator has received training in giving feedback
The feedback takes place in a an appropriate environment
Appropriate time is given to the feedback process

The outcome of the feedback is an identification of strengths as
well as development needs
However you organise it feedback must never be attributable to individuals
and all who are providing feedback must be assured of the process for
ensuring confidentiality.
• Education
Another key to success is for all involved to be clear about the process and
purpose of MSF. It is recommended that you ensure all respondents
understand what MSF is and why you are using it. You may need to organise
a practice meeting prior to the process to provide an opportunity for
colleagues to learn and ask questions.
• Responders
Obviously the more people that give you feedback the more rounded a picture
that you will receive. You can assess your own performance too, to compare
your vision of yourself with what others think.
It is suggested that you have between 5 and 11 people and that they consist
of; colleagues / peers, your line manager (if you have one),trainers, any staff
that directly report to you, other people that you work closely with, such as
Pharmacists, Nurses and PCT staff. You may also wish to consider getting
feedback from patients.
• Getting the process right
It is important that you follow a clear process with timescales so that everyone
involved knows what is expected of them and by when. Your feedback should
be received as soon as possible after your questionnaires have been
completed and collated. Please see diagram of the process in the appendix 1.
• Acting on the results
Once you have your feedback your next step is to identify areas to include in
your personal development plan.
How do I get help or advice
Help is available for you, the responders and the feedback facilitators. If you
would like further information/ help with doing a MSF please contact your CPD
tutors Ros Crowder / Maggie Woods ;
ros.crowder@nhs.net 07825 448269
maggie.woods@nhs.net 07825 448330

Resources
• Websites
General Medical Council
http://www.gmc-uk.org/about/reform/multi_source_feedback_for_doctors.asp
Royal College of GPs
http://www.rcgp-curriculum.org.uk/nmrcgp/wpba/multi-source_feedback.aspx
GP-Training.net
http://www.gp-training.net/cme/appraisal/msf.htm
NHS Education for Scotland and COGPED
http://www.dundee.ac.uk/gptraining/Workplace%20Asst/Feedback%20MSF%
20DM%20final%20050306.doc
Chartered Institute of Personnel and Development
http://www.cipd.co.uk/subjects/perfmangmt/appfdbck/360fdbk.htmIsSrchRes
=1
• References
Archer J . (2007) Multisource Feedback to Assess Doctors’ performance in
the Workplace PhD. thesis University of Sheffield
Atwater, L., Brett, J.F. and Charles, A.C. (2007) Multisource feedback:
lessons learned and implications for practice. Human Resource Management.
Vol 46, No 2, Summer. pp285-307.
Armstrong, M. and Baron, A. (1998) Performance management: the new
realities. London: Chartered Institute of Personnel and Development.
Atwater, L., Roush, P. and Fischthal, A. (1995) The influence of upward
feedback on self- and follower ratings of leadership. Personnel Psychology.
Vol 48, No 1, Spring. pp35-59.
Goodge, P. and Burr, J. (1999) 360° feedback: for o nce the research is useful.
Selection and Development Review, Vol 15, No 2, April. pp3-7.
Goodge, P. (2005) How to link 360 degree feedback and appraisal. People
Management. Vol 11, No 2, 27 January. pp46-47.
Hanman H, Irvine S, Jelly D (2004) The Peer Appraisal Handbook for General
Practitioners, Radcliff Medical Press ISBN 1-85775-570-7
Jelly, D and van Zwanenberg, T (2000) Peer appraisal in general practice, a
descriptive study in the Northern Dearnery. Education for General Practice
11:281-7

Johnson C, Leigh J, Lloyd S and Hasler J (2000) Consultant peer appraisal. A
structured system to support clinical governance and revalidation, Clinical
Governance Buletin Vol 1(2) ;12-13
King, J (2002) 360 appraisal. British Medical Journal 324S195
London, M. and Smither, J. (1995) Can multi-source feedback change
perceptions of goal accomplishment, self, evaluations and performance
related outcomes Personnel Psychology. Vol 48, No 4, Winter. pp803-39.
McDermott A, Hasler J (2004) ; 360 Feedback; how do perceptions of doctors’
attributes compare Clinical Governance Bulletin, November 2004 pp20-22
Overeem K et al (2009) Doctors’ perceptions of why 360-degree feedback
does ( not) work; a qualitative study. Medical Education 43; 874-882
Rogers, E., Rogers, C.W. and Metlay, W. (2002) Improving the payoff from
360-degree feedback. Human Resource Planning. Vol 25, No 3. pp44-54.
Ward P (1995) A 360 degree turn for the better, People Management
February , pp20-22

Appendix 1
Suggested Process for Effective Multi Source Feedback
Action planning
Identify need
Choose a tool
and
facilitator
Feedback
meeting take
place
Facilitator
collates
results
Identify individuals
to feedback and
explain process
Distribute
questionnaire
with time
frame

Appendix 2
Suggested letter to respondents
Multi Source Feedback
Dear
I would welcome your help in my personal and professional development. I
am carrying out a Multi Source Feedback Questionnaire(MSF) . Please could
you complete the enclosed feedback form (or the online questionnaire ) and
return to …………. by
If you have any questions about the process please contact …….
Please be assured that your replies are confidential and will not be seen
directly by me but I will receive feedback from …..
Your name
Working relationship
Thank you for completing this for me.
Yours sincerely,

Appendix 3
Stop, Start, Continue, Feedback
Dear ……
As part of my personal development I would like you to help me gain some
feedback about my work role.
Please identify actions that I currently carry out as part of my role that
you would like me to STOP/ START/ and CONTINUE.
Please send the completed form to……………………………………………………………….
Please be assured that your replies are confidential and will not be
seen directly by me but I will receive feedback from the individual
named above.
START
CONTINUE
STOP
Thank you ,
( your name)

Appendix 4
Leadership Qualities 360 Feedback Form
360 Feedback / Peer Review Form for …………….
Please return forms to………………………………..
Please be assured that your replies are confidential and will not be seen
directly by me but I will receive feedback from …..
Please write in the boxes below any comments.
Area
Self Belief
What would you
say are my
strengths in this
area
Do you think
that I need to
develop this
quality
further
Any other
thoughts/
comments
Self awareness
Self management
Drive for
improvement
Personal Integrity
Seizing the future
Intellectual flexibility
Broad scanning
Political astuteness
Drive for results
Leading change
through people
Holding to account
Empowering others
Effective and
strategic influencing
Collaborative
influencing
Further information on the leadership qualities outlined above can be obtained from
www.nhsleadershipqualities.nhs.uk/