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360 Degree Feedback
via orbitPLUSThis is an illustrative briefing pack for groups about toparticipate in 360 degree feedback project usingTPMGs orbitPLUS. Clients are invited to customize thisfor their own briefings. It may include options that as a
client you will not be using but are included here forcompleteness.
There is a separate file for HR and system managers,which covers progress and management reports
It is structured in 5 parts:Why 360?
How to give feedback
Using orbitPLUS to give feedback
How your feedback appears in 360 results
Final thoughts
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360 the benefits
a fuller and more accurate picture of the individualsperformance in the round
improved or changed behaviours/performance in the
light of the feedback
better communication increased recognition (by individuals and the
organization generally) of the significance of
relationship skills moving towards greater trust and
openness contribution to a culture shift (usually prompted by the
top team initiating a feedback process for themselves)
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Why 360 Feedback?
improving performance begins with self-awareness
360 is a powerful tool in raising an individuals awareness of theirstrengths and weaknesses and their impact on others reinforcesstrengths builds self esteem
it prompts questions such as: do I continue doing this, stop doingthis, try new ways
its the best way to see the individuals full contribution and theirdevelopment needs
feedback may be perceptions but perceptions matter - theyinfluence how colleagues behave towards the individual, e.g.
if someone is generally seen not to listen and not to act onideas from colleagues, it is likely that those ideas will dry up orbe channelled elsewhere
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Perception matters!
perceptions are real because theirconsequences are real
we are viewed
not by what we are, but by how peopleperceive us to be
not by what we say, but by what people hear
not by what we do, but howwe appear to do it
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360 criticisms and sources of
difficulty
individuals and reviewers are not properly prepared to give and receive
feedback
the feedback instrument is not (or is not perceived to be) relevant or valid
the organization has not prepared itself to support or follow through on
the results of the feedback i.e. a demanding process for no gain or worse the culture of the organization does not allow (or actively discourages)
honest feedback
the administrative burden of the process becomes too heavy (with many
people seemingly spending many hours completing feedback forms, e.g
at weekends or at other personal times)
Butthe overwhelming evidence is that most people in most
organizations find the exercise beneficial and in many cases hugely
so!
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Tips for giving feedback
Start with the positive: I really appreciate how you make time tolisten to staff concerns
Be specific - the way you handled that situation was really helpful
Focus on behaviour which can be changed: it would help me ifyou gave me a one page summary of your reports, with key
recommendations and actions Offer alternatives: it might have helped to put X at her ease if you
had spoken to her first before the team meeting
Describe rather than judge or evaluate (you often appear to get toa conclusion, before I have fully described my proposal not you area poor listener)
Own the feedback : It seems to me that ... is less judgementalabout a person than You are... and recognise what the feedbacksays about you
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Critical feedback: from useless to useful
The mans a fool. useless - about as useless as another good year well done!
Could not organize a party in a brewery
nearly useless - not specific but gives a clue of sorts
Hardly ever tells us what he is really trying to achieve and why. Whenhe calls a meeting he is vague about when and where and why. When
we meet he does most of the talking and ignores half the team. He doesnot check that everyone knows what we are going to do next. And hehardly ever thanks anyone for what they have achieved or contributed
useful - highly critical and not pleasant to receive, but specific, descriptiveand points clearly to what should be changed. on the more positive side
OR on the positive side:
He seems to sense very early what needs to change, then consultswith people individually before pulling the team together. By that timewe are mostly thinking along similar lines and have had to time tocontribute to the meeting properly. You come away feeling you haveadded something and have been recognized for the role you haveplayed.
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Tips for receiving feedback
Listen to the feedback rather than reacting, rejecting or disputing it.
Clarify if necessary
Sound out others - they may see things differently, but remember
that othersperceptions are, in this context, important data about you
Ask for the feedback youneed, which is not always volunteered. If
it is not specific or very helpful, say so
Decide how you will use the feedback - dont waste it, others
have spent their time and energy trying to help you
Thank people for their feedback - it is often a good idea to sharewith them what you have drawn from the experience and what
changes you intend to take
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The rules for 360o feedback in
each case (EXAMPLE) the purpose here is to support personal development only it is not part ofannual appraisal.
the data is owned by the individual not the Personnel department.
the subject will see the results first with a coach. The results will then be shared
with the line manager.
the Personnel department will look for overall trends but will not use in individualcases (e.g. promotion, references etc.).
each subject will ask for a minimum of 8 respondents, in addition to their line
manager. The subject is asked to do a self assessment.
if you feel you cannot contribute any useful feedback feel free to decline
it is anonymous, but
the more specific and helpful you are in your comments, the easier it will befor the subject to guess who said what use your judgement. What you say
is what they will see.
subjects are told they must not go around trying to find out who said what.
do not make malicious or potentially libellous comments they will be stopped
and investigated.
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The 360o feedback process:sample summary
You will receive an email inviting feedback. It will be headed:
Acme 360 degree feedback PLEASE DO NOT DELETE
Open the e-mail and click the link to the feedback form.
Be ready with the user name and password to access the system.
Save the form regularly (every 5 minutes) to avoid loss of any material. Click the
Save button. You can leave and return to the form when it suits, but make sure you do NOT
delete the email this contains the necessary link and password.
When you have answered all the questions click Complete and return.
This will check that you have not missed any questions. If you have you will be
shown a list of those questions and asked to complete them, if only with Dont
Know. There are text boxes available for each section. Please use these for specific
examples and feedback.
The deadline for completion is and you will receive reminders if you
have not fully completed the form.
If you have any difficulties call TPMG on 07963 303169
Thank you very much for your participation
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Feedback Form: top
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Feedback Form:
main body with
Save options at each
section
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Feedback Form:summary comments
Complete and return
when form ready for
return.
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Feedback Form:
has been saved and
now In progress and
awaiting completion
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Feedback Form:
user has clickedComplete and return.
This reveals a list of
unanswered questions
and the user is
prompted to address
them. Each item is a
link to the relevant partof the form.
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Feedback Form: now complete,
all questions answered,
Complete and return has been
clicked.
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Results: summary chart
showing scores at cluster levelas chart and table.
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Results: top 5 and bottom 5 items
for the individual, according toaverage scores from respondents.
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Results:
list of significant differences
between Self and Line Managers
perceptions;
and
list of significant differences
between Importance &
Performance.
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Results: summary
chart showing gaps
between Importance
and Performances at
cluster level as chart
and table.
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Results: comparing the
individuals scores with the range
of scores from others in the
group.
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Results: detailed results at
statement level.
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Results: detailed results at
statement level.
Comments for each Competency
shown at end of section. May
show some merger of comments
from small respondent groups.
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Results: final comments grouped by
respondent category.
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Results: final comments grouped by
respondent category.
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Results: List of people
invited to give feedback
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The feedback questionnaire is there to help & guide you, notcontrol you use it to say what you think is important and useful
Think about the 2 or 3 key messages that you want to convey
use the tool to do it What you say is what theyll see!
Save regularly every 5 minutes
System live on DATE deadline DATE
(As appropriate in each project) Its NOT an appraisal its notpart of the subjects Personnel Record
Call us if any problem on: 07963 303169
Briefing: final thoughts