360s Gone Wrong: How to Make Them More Effective
description
Transcript of 360s Gone Wrong: How to Make Them More Effective
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
360s Gone Wrong How to Make Them More Effective
Tuesday, April 8, 2014
A Qualtrics webinar with DDI
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 2
360s Gone Wrong
5 4
3 2
1 Presented by:
Scott Erker, Ph.D., Senior Vice President, DDI
April 8, 2014
How to Make Them More Effective
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Multi-rater: Simple Right?
Mul1-‐rater Assessment
Feedback Development Planning
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Multi-rater: Simple?!?
Feedback + IDP
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 5
Agenda: 1. The BRIEF DEFINITION of multi-rater assessment
2. Three factors that lead to FAILURE
3. Steps to make your multi-rater process WORLD CLASS
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 6
Brief Definition of 360° Feedback
Self Managers
Peers Direct Reports
Stakeholders & Biz info
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 7
Brief Definition of 360° Feedback
Feedback Collected
Reports Created and
Shared
Debrief with Manager / Coach
Learning and Development Opportuni1es
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 8
Why do organizations use 360 Degree Feedback?
1. Improved feedback from MULTIPLE SOURCES
2. Personal, team & organizational DEVELOPMENT
3. Training needs ASSESSMENT
4. Input to PERFORMANCE MANAGEMENT
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 9
“Despite the popularity of 360-degree feedback, meta-analytic
findings suggest they provide modest change in performance
and when done badly can lead to disengagement and a decline in
performance.”
- Nowack & Mashihi (2012)
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 10
47%
74%
63%
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 11
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
Rater Biases
47%
74%
63% Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 12
Rater Biases
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 13
Rater Biases
• Halo and leniency errors
• Raters misjudge ‘no opportunity to observe’
• Self-assessment is inaccurate
• Survey fatigue
• No calibration
• Comments are personal, not behavioral
• Focus on weakness and forget strengths
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 14
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
Rater Biases
Cultural Misalignment
47%
74%
63% Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 15
Cultural Misalignment
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 16
Cultural Misalignment
• Informal culture rejects feedback
• ‘Too nice’ bias
• Hierarchical culture works counter to upward feedback
• Engineering mentality drives over-analysis
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 17
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
Rater Biases
Cultural Misalignment
No Biz Relevance
47%
74%
63% Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 18
No Business Relevance
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 19
No Business Relevance
• No explicit connection to the business
• No meaningful discussion of results
• No integration of 360 with other measurement efforts
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 20
V.U.C.A. Makes 360s Obsolete?
V = Volatility: nature/speed of change
U = Uncertainty: lack of predictability of change
C = Complexity: multiplex of forces
A = Ambiguity: cause-and-effect confusion
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 21
Rater Biases
Cultural Misalignment
No Biz Relevance
Take Ra1ngs Seriously
Customize
Draw Connec1ons
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
47%
74%
63% Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Take Ratings Seriously
22
• Orient participants to the process
• Invest in training and calibration
• Ensure confidentiality
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Customize
23
• Design the process to fit your culture
• Take a ‘fit for purpose’ approach
• Use your language
• Personalize action planning and development
• Align supervisor and management support
• Establish and manage data sharing policy
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Draw Connections
24
• Leverage the data for individuals and groups
• Share data, insights, and actions
• Synthesize 360 data with other business metrics
• Understand the limitations of the data
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Use 360 for Performance Management?
25
• Supervisors may focus on pleasing subordinates to get high appraisals
• Subordinates may be reluctant to be candid with the manager
• Subordinates may inflate ratings to gain favor
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 26
Challenges for 360° Feedback
• Different levels of experience with 360
• Different data interpretation proficiency levels
• Buy in from participants and others involved in process
• Inflated, inaccurate, or lenient ratings
• Emotional reactions to ratings
• Providing follow up coaching and development experiences
CHALLENGES
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 27
Best Practices to Promote Action on 360° Feedback
• Rate behaviors, not psychological traits (specific, observable, actionable)
• Design around participant characteristics and strive for buy-in
• Train and calibrate raters
• Managers and mentors will shape outcomes
BEST PRACTICES
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 28
Rater Biases
Cultural Misalignment
No Biz Relevance
Take Ra1ngs Seriously
Customize
Draw Connec1ons
Mul1-‐Source Feedback Programs
SUCCESS
FAILURE
47%
74%
63% Talent Decisions
Performance Mgmt
Plan to Up Spending
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 29
Partnership with Qualtrics
© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.
Scott Erker, Ph.D. Sr. Vice President, Selection Solutions Development Dimensions International Email: [email protected]
30
Questions?