Purpose -The underpinning assumption in the adoption of 3608 feedback is that it heightens an individual's self-awareness by highlighting differences between how participants see themselves and how others see them. This statement implies that awareness motivates development and improves performance. This paper critically examines the introduction of 3608 feedback in the civil service, drawing on the experiences of the Patent Office and taking account of the wider context of civil service modernisation. Design/methodology/approach -The case study gathered data through a series of interviews and questionnaires. It sought the perceptions and experiences of management and participants in relation to the implementation process and the outcomes of the scheme. Findings -At an organisational level the use of 3608 feedback, as a performance management tool, failed to develop the self-awareness anticipated. Neither was it found to be aligned with other development plans or the organisation's core competencies. At an individual level some participants believed that they achieved little from the process overall and this may be related to an expectation that the organisation's HRM system would be more proactive in planning development action on their behalf. Practical implications -This research reflects the situation in one organisation. It is argued that the findings will have relevance for the wider civil service as the agenda for organisational efficiency, target setting, and performance improvement gathers momentum. Originality/value -This paper takes a critical perspective on whether HR developments such as 3608 feedback have a deep-seated strategic rationale. It also explores the relationship between 3608 feedback and the new public management.

development of their clinical skills which, for some at least, has led to them falling into management roles without the necessary development rather than following a career plan into management thus adding a further level of complexity about CPD being a straightforward activity to engage with.It is perhaps the absence of a "thought through" approach in which the requirements for CPD to meet an organisational based role related to management, with its requirements for management development rather than a CPD approach focussed on mandatory professional training to remain registered or certified, which provides the greatest challenge.The article is organised as follows. First we offer definition and a clarification for the term CPD and its variations. This is followed by a discussion about the NHS and its relationship with and expectation for CPD in terms of policy development. A description of method is followed by presentation of CPD related outcomes from a larger survey of NHS front line staff. This data is then discussed from the perspective of 19 in depth follow up interviews the purpose of which was to explore the attitudes of this key group of employees to the provision of and for CPD in the NHS Trust in which they were employed.