5 Mistakes Made in 360 Reviews
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Transcript of 5 Mistakes Made in 360 Reviews
5 Common Mistakes Made in 360
Feedback Reviews Pitfalls to avoid and best practices for implementing an effective multi-rater
evaluation and development process.
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©2012 TalentGuard
Meet John
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A.K.A...
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Mr. Top Sales Guy
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John Works for…
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A medical device company
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The Boss wants…
John was promoted…
John is struggling…
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©2012 TalentGuard
A 360o Review
John “The Sales Guy”
to help John develop his managerial skills and improve performance
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John is…
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John is reluctant but wants to learn more (btw, most people feel like John)
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WHAT CAN JOHN EXPECT?
©2012 TalentGuard
Peer
Peer
Manager
Subordinate
Customer
Self
Subordinate
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JOHN IS NOT SURE WHY HIS
COMPANY WANTS TO DO A
360 REVIEW
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• Performance Improvement
• Management Development
• Career Development
• Succession Planning
CONVERSATION HAS IT… ©
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Confidentiality
Objective Risk Mitigation
Development
Compensation
Strengths
Weaknesses
Training
Coaching Promotion
Tool used to terminate
Manager
Action
Conflict
Relevance
Feedback Skills
Competencies
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Team Building
? ? ©
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John doesn’t
know what to think now
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John, Meet Sarah…
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Ms. HR
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Sara is great at 360 Feedback and…
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1. Lack of purpose and focus on specific business or strategic needs
2. Allowing participants to select raters without moderation
3. Lack of communication about the intent of 360 degree reviews
4. Lack of accountability for change and development
5. People are not trained in giving and receiving feedback
©2012 TalentGuard
KNOWS THE 5 MISTAKES
MADE WITH 360 REVIEWS
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Mistake 1…
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LACK OF PURPOSE OR FOCUS ON SPECIFIC
BUSINESS OR STRATEGIC NEEDS
• Organizations typically do not have a clear purpose for conducting 360 reviews, or
• Companies mix purposes together (i.e. development planning and performance management)
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A Clear Purpose Resolution to Mistake 1
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THE 360 PROCESS SHOULD DESIGNED TO
ADDRESS A VERY SPECIFIC PURPOSE
©2012 TalentGuard
• Enhancing marketing skills to strengthen marketing team
Performance Improvement
• Improve leadership depth to meet future needs
Management Development
• Assessing team against key competencies to align to career paths
Career Development
• Build the talent pipeline Succession Planning
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SUPPORTING A CLEAR PURPOSE, REQUIRES
A MEANINGFUL COMPETENCY MODEL
• Not all competencies are created equal
• A one-size-fits all approach is not effective
• Align the competencies based on the purpose of the 360 Feedback
• Involve key stakeholders in the development of the competency model
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Mistake 2…
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ALLOWING PARTICIPANTS TO SELECT
RATERS WITHOUT MODERATION
• Selection of raters is important to ensure high quality and objective feedback outcomes
• Participants typically select their best advocates and/or their toughest critics
• Poor participant selection can negatively impact final results
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Rater Selection Moderation
Resolution to Mistake 2
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PARTICIPANTS SHOULD BE INCLUDED IN THE
SELECTION PROCESS BUT SHOULD NOT
CONTROL IT
©2012 TalentGuard
Review Type
Un-moderated
& Un-governed
Moderated &
Un-governed Governed
Participants agree to
be reviewed and select
their own reviewers
Participants know who
is completing reviews
Reviews starts when
invitation accepted
Reports are completed
and reports are
generated
Reports are completed
and reports are
generated
Reports are completed
and reports are
generated
Participants agree to
be reviewed and
submit a list of
reviewers to moderator
Moderator invites and
manages reviewers
Moderators checks
results and may reject
or ask for repeat
reviewers
Participant agrees to
be reviewed and does
not choose reviewers
Moderator invites and
manages reviewers
Review then proceeds
as either moderated
or un-moderated
Moderator = HR, Manager, Advisor, Coach, Other © 2
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SARAH LEARNED THAT EACH REVIEW TYPES
ALIGNS BEST WITH A SPECIFIC PURPOSE
©2012 TalentGuard
Review Type
Un-moderated
& Un-governed
Moderated &
Un-governed Governed
Career / Skill Development
Performance Improvement
Management Development
Succession Planning
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Mistake 3…
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LACK OF COMMUNICATION AND POOR
TIMING
• Failure to inform and solicit feedback from participants about the following: – Purpose | Process | Scoring | Confidentiality
• Using 360 Reviews at inappropriate times – During re-organizations
– Onboarding or with new employees
– Low-trust environments
– Acquisition and/or mergers
– Prior to compensation discussions
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Good Words at the Right Time
Resolution to Mistake 3
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OPEN & TIMELY COMMUNICATIONS
• 360 Degree reviews are best in organizations that are: – Stable – Need to solve real business issues – Open to giving and receiving feedback
• Open and transparent communications are
required often: – During pre-planning – Prior to the 360 assessment – During the process – After the process
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Mistake 4…
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LACK OF ACCOUNTABILITY FOR CHANGE
AND DEVELOPMENT
• Failure to start at the top and cascade down to
middle management, etc.
• Not creating a meaningful competency model tied to the purpose
• 360 report output serves as a “one-time-read” rather than the basis of an on-going career and development (I.e. development plan and coaching)
• Not providing adequate resources and time for development
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Strong Support Resolution to Mistake 4
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• Leader Involvement: Leaders must support the process by engaging in the 360 review and development process
• Learning Resources: HR needs to make relevant learning resources available to support employee development
• Mentoring: Line managers need to provide the time and mentoring required to foster change
• Continuity: Make the process on-going by administering every 12 – 18 months
©2012 TalentGuard
SARAH’S ADVICE… ©
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Mistake 5…
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PEOPLE ARE NOT TRAINED IN GIVING AND
RECEIVING FEEDBACK
• Interpreting 360 Degree feedback is not a simple process
• Delivery of feedback is paramount to how constructively its perceived
• Most managers are uncomfortable with giving critical feedback
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Coaching Resolution to Mistake 5
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Interpreting 360 reports should be supported by a coach who understands:
• how to identify and interpret themes
• how to handle a range of emotions
• how to focus on targeted areas for development
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Together, Everyone can realize extraordinary
personal and organizational benefits
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A broader perspective on employee skills
Information that is objective and actionable
Greater self-awareness
Focused career development
Clarified expectations
Positive change
Increased retention and engagement
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Sarah’s Plan
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Phase Description Time
Pre-Planning • Selection of tool • Target audience • Competency selection • Stakeholder review meetings • Selection of review type (unmoderated vs. moderated) • Administration management
6-8 weeks
Design • Assessment creation • Report output creation
1-2 weeks
Communication • Introduction (What is a 360?) • Education (What is our purpose?) • Town hall meeting and follow-up • 360 Invitation and follow-up instruction emails
1-2 weeks
Selection of raters • Selection and approval of reviewers • Load participants into system
1-2 weeks
Pilot roll-out • Schedule a small pilot • Solicit feedback • Evaluate outcomes
2-3 weeks
Questionnaire distribution
• Email participants • Trouble shoot email delivery issues
1 week
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Questionnaire completion
• Field questions from participants • Schedule automated emails
2-3 weeks
Process 360 reports
• Close out 360 Review program • Run analytics • Customize and create reports • Work with management to finalize formal output
2 weeks
Feedback meetings • Train staff on debriefing (if self-assmt. or manager delivered) • Facilitate 1x1 or group meetings for debriefing • Troubleshoot outstanding issues and questions
2-8 weeks
Development plan • Create development plans based on 360 feedback • Sign-off on development plans • Assign coaches to employees (optional)
2-8 weeks
Engagement in learning
• Attend classes • Read books • Attend coaching sessions
6-12 months
Re-assessment • Evaluate outcomes of program • Make improvements • Start again
6-18 months
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Sarah’s Testimonial…
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Talent360
• 100% configurable – competencies, text, report format, colors, etc.
• Customizable or built-in competency framework
• Moderated and unmoderated assessment reviewer selection
• Anonymous and named responses
• Benchmark and comparison reports
© 2011 TalentGuard
“We gained deeper insight into our
employees for skill improvement,
development planning and
succession planning.”
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UPCOMING EVENTS
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August 29th, 9am-12pm www.talentguard.com/talent-management-executive-calendar
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