All the way round 360 degree feedback September 2011
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Transcript of All the way round 360 degree feedback September 2011
All the way round 360 degree feedback
by Toronto Training and HR
September 2011
Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Who does the rating?9-10 Benefits of 360 degree feedback11-12 Drawbacks of 360 degree feedback13-15 Impact and uses of 360 degree feedback16-18 What does it measure?19-22 Overcoming employee concerns23-25 Common mistakes26-29 Evaluating a 360 degree feedback
instrument30-32 Facilitating feedback33-34 Importance of vision35-36 Questions to ask37-38 Challenges and possible solutions39-42 360 degree feedback appraisal forms43-48 Introducing 360 degree feedback
appraisals49-50 Steps in the sequence51-54 Case studies55-56 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionHistory
What is 360 degree feedback?
OTHER NAMES
Multi-source feedback systems360 degree evaluations
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Who does the rating?
Page 8
Who does the rating? Yourself Boss Other bosses (previous boss, boss’s own boss etc.) Employees Team members Peers Internal customers External customers Suppliers Friends and family members
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Benefits of 360 degree feedback
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Benefits of 360 degree feedback
The report provides a more powerful insight into the performance of the personThe appraiser has more evidence to bring to the appraisal discussionThe different perceptions from the other people asked often create a broader debate
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Drawbacks of 360 degree feedback
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Drawbacks of 360 degree feedback
Some people may be afraid of contributing honestly – for fear of retributionThere is often a lack of management sensitivity when given the additional power
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Impact and uses of 360 degree feedback
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Impact and uses of 360 degree feedback 1 of 2
IMPACTQuality and quantity of dataCommunicationMotivationRolesThe customer
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Impact and uses of 360 degree feedback 2 of 2
USESSelf-development and individual counsellingPart of ‘organized’ training and developmentTeam-buildingPerformance management and appraisalsStrategic or organization developmentValidation of training and other initiativesRemuneration
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What does it measure?
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What does it measure? 1 of 2
The tendency when assessing individuals to look not just at results achieved – but how they were achieved.The increasing emphasis by organizations on measuring employee opinions on a number of issues, such as communications or morale, achievement of corporate standards of behaviour or values.The use of external measures by organizations to assess how others see them from outside, typically using market research or other forms of survey to assess customer satisfaction. Some asking for similar feedback from their suppliers.
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What does it measure? 2 of 2
The assessment of teams and departments by looking at what happens within the group-communication and decision-making processes. This data is coupled with the views of internal customers and others on team quality and service.The increasing use of business excellence models as part of total quality movement and the need to have more precise, data-focused ways of measuring them.
Page 19
Overcoming employee concerns
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Overcoming employee concerns 1 of 3
Issues of confidentiality are clearly communicated, detailing who will have access to the data and for what purposeIt is clearly stated how feedback will be given and by whomThe process for identifying respondents is clearly set out with recipients having some opportunity to inputSufficient time is allowed to pilot the process and to consult with individuals and employee groups on both the design and implementation of the process
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Overcoming employee concerns 2 of 3
Both recipients and respondents are adequately briefed on the process, how to complete the relevant forms and the aims and objectives of the exerciseAdequate opportunity is given for people to comment and raise their concernsPeople are not forced or coerced to take part by managersFeedback is never attributed to an individual
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Overcoming employee concerns 3 of 3
Feedback reports and developments plans are kept secure and data protection rules are obeyedThe process is constantly monitored and evaluated, with all concerns acted on and any changes adequately communicated
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Common mistakes
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Common mistakes 1 of 2
Having no clear purposeUsing it as a substituteNot conducting a pilot testNot involving key stakeholdersHaving insufficient communicationCompromising confidentialityNot making clear the feedback’s useNot giving people sufficient resourcesNot clarifying who “owns” the feedback
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Common mistakes 2 of 2
Having “unfriendly” administration and scoringLinking to existing systems without a pilotMaking it an event rather than a processNot evaluating effectiveness
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Evaluating a 360 degree feedback
instrument
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Evaluating a 360 degree feedback instrument 1 of 3
Find out what is availableCollect a complete set of materialsCompare your intended use to instrument characteristicsExamine the feedback scalesFamiliarize yourself with the instrument-development processLearn how items and feedback scales were developed
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Evaluating a 360 degree feedback instrument 2 of 3
Find out how consistent scores tend to beAssess basic aspects of validity-does the instrument measure what it claims to measure?Think about face validityExamine the response scaleEvaluate the feedback displayUnderstand how breakout of rater responses is handled
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Evaluating a 360 degree feedback instrument 3 of 3
Learn what strategies are used to facilitate interpretation of scoresLook for development and support materialsCompare cost-value for the priceConsider length a minor issue
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Facilitating feedback
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Facilitating feedback 1 of 2
PreparationExplain purpose of feedbackExplain facilitator’s roleExplain the purpose of the sessionAgree a timescaleIntroductory commentsClarify responsibilityGive adviceAvoid generalities
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Facilitating feedback 2 of 2
Focus on prioritiesSeek clarificationHandle conflictDon’t forget the good newsThe high performersKnow when to stop
Action planningDevelopment planning
Page 33
Importance of vision
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Importance of vision
Get a vision testGain a new respectLeverage (or build) your networkLearn the craftBeware of identity trapsConstantly communicateStep up to the plate
Page 35
Questions to ask
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Questions to askWhat is the purpose of the process? Who is targeted by the process? Is participation voluntary? Who selects the raters? Are ratings anonymous? Who evaluates? Who has access to the evaluations?If ratees have access to the information, who facilitates the feedback?How frequently is it administered? Are there developmental linkages?
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Challenges and possible solutions
Page 38
Challenges and possible solutions
Page 39
360 degree feedback appraisal forms
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360 degree feedback appraisal forms 1 of 2
HEADINGS1. Key skill/capability type (e.g. communications, planning, reporting, creativity and problem solving, etc. - whatever the relevant key skills and capabilities are for the role in question). 2. Skill component/element (e.g. 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). Five or six suits best and the key skill should be broken down if there are more than six elements - big lists and groups are less easy to work with.
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360 degree feedback appraisal forms 2 of 2
HEADINGS3. Question number (purely for reference and ease of analysis) 4. Specific feedback question (relating to skill component, e.g. does the person take care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill])
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360 degree feedback appraisal forms 3 of 2
HEADINGS5. Tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of four or six - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analyzing or comparing results within a group, when obviously consistency of interpretation of scoring is important)
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Introducing 360 degree feedback appraisals
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Introducing 360 degree feedback appraisals 1 of 5
Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make? Choose/design a system (or system provider), i.e.., research and investigate your options (other local or same-sector companies using 360 already are a helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member).
Page 45
Introducing 360 degree feedback appraisals 2 of 5
When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPIs by which you can make this assessment, rather than basing success on instinct or subjective views.) When satisfied with the system, launch it via a seminar or workshop, preferably including role-plays and/or practical demonstration.
Page 46
Introducing 360 degree feedback appraisals 3 of 5
Check the legal and contractual issues for your situation - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and good reference case-studies are more widely available than in the early years of 360 feedback development.
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Introducing 360 degree feedback appraisals 4 of 5
Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one. Establish review and monitoring responsibility.
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Introducing 360 degree feedback appraisals 5 of 5
Establish review and monitoring responsibility. Ensure any 360 degree appraisal system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agrees to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-think your plans.
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Steps in the sequence
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Steps in the sequence
Create a questionnaireSelect the respondentsDistribute the questionnaireAllow time for people to respond and complete their questionnairesGenerate the report from the responses gatheredHand (or preferably discuss) the compiled report to the appraisee
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Case study A
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Case study A
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Case study B
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Case study B
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Conclusion & Questions
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Conclusion
SummaryQuestions