DecisionWise Whitepaper Guide to Using 360s for Performance Reviews

DecisionWise Whitepaper:

Guide to Using 360 Degree Feedback for Performance Reviews

CopyrightDecisionWise,Inc.2008

Copyright2008,DecisionWise,Inc.. Page1www.decwise.com|800.830.8086

GuidetoUsing360DegreeFeedbackforPerformanceReviewsUnderstandinghowtoobtainacompletepictureofoverallperformance.ByTracyM.Maylett,Ed.D&JuanM.Riboldi,MBA/OBTheuseofmultiraterfeedback,alsoknownas360degreefeedback,hasincreaseddramaticallyoverthepasttwodecades.Someestimatessuggestthatasmanyas90%ofallFortune500firmsusesometypeofmultiraterfeedbackwiththeirmanagers.However,thepurposebehindtheseassessmentsvariesgreatly.Originallyusedalmostexclusivelyfordevelopmentalpurposes,360degreefeedbackisseeingincreaseduseforpurposesotherthanemployeedevelopment.Oneapplicationthatisgainingincreasingpopularityistheuseofmultiraterfeedbackforperformanceappraisals.Opinionsaremixedastowhethermultiraterfeedbackshouldalsobeusedforappraisalpurposes,orusedexclusivelyfordevelopment.Wheretwoveryopinionatedcampsonceexistedonthisissue,thelinesarebeginningtoblur.Weoftenseemultiraterfeedbackusedforbothdevelopmentandappraisalpurposes.Thereare,however,importantdifferencesbetweenthetwoandunderstandinganddesigningthefeedbackprocesstoaccountforthesedifferencescoulddeterminewhetheryourformalevaluationprocessessucceedorfail.WhyFeedback?Beforedeterminingwhethertousemultiraterfeedbackfordevelopmentorforappraisal,itsimportanttounderstandtheroleoffeedbackwithinanorganization.Feedbackisavitalpartofperformance,growth,anddevelopment.Understandingourselvesandhowweinteractwithothershelpsustounderstandwhatimpactwehaveonthosearoundus.Theperceptionsofotherswithinourcircleofinfluence,whetherthoseperceptionsareaccurateorinaccurate,determineourlevelofsuccess.Regardlessoftheaccuracyoftheseperceptions,ourinteractionwithothersbothinfluencesandisinfluencedbytheperceptionsofothers.Thisiswhere360degreefeedbackcomesintothepicture.Basedonthephilosophythatindividualsshouldreceiveafull360degreepictureofperformancebygainingmultipleperspectives,multiraterfeedbackgathersinputaboutanindividualsperformancebysolicitingfeedbackfromthosestakeholdersimpactedbythatindividual.Similartothe360degreesofacircle,anindividualisfigurativelyatthecenterofthatcircle,andfeedbackisgatheredbywayofasurveyfromthoseinpositionstoobservethepersonsperformance:supervisors,directreports,peers,customers,etc.

TableofContents:

WhyFeedback ..............................1

360DegreeFeedbackforPerformanceAppraisal .................2

MigrationfromDevelopmenttoPerformance .................................2

ProblemswithStandardPerformanceAppraisals................3

MultiRaterAdvantages ...............4

DifferencesbetweenAppraisalScoresand360Scores ..................4

MeasuringtheWhatversestheHow ...........................................5

Absolutevs.RelativeScores .........5

WhoOwnstheData?....................6

PerceptionGaps............................6

10TipsforUsing360sforPerformanceReviews ...................7

FinalThoughts ..............................8

AbouttheAuthors ........................9

AboutDecisionWise......................9


360DegreeFeedbackforPerformanceAppraisalAsmanycompaniessawtheadvantagesthatmultiraterfeedbackcarriedwithintheemployeedevelopmentprograms,manyquicklyperceived360degreefeedbackasthepanaceafortheirappraisalwoes.Thereappearstobetheaddedpressureofwantingtogetthebiggestbangforthebuck.Using360degreefeedbackforperformanceappraisal,aswellasdevelopment,appearedtobeacosteffectivesolution.Thequestionfrommanyexecutivessoonbecame,Whynotjustcombinethetwo?However,mostmanagersfailtorealizethatthepurposesbehindthesetwoformsoffeedback,althoughsimilarindesign,producesignificantlydifferentresults.Firstofall,itisimportanttonotethatwetypicallyrecommendthatanorganizationuse,oratleaststartoffbyusing,multiraterassessmentsfordevelopmentpurposesonly.Becausemanyorganizations(andmanagers)operateinfeedbackpoorenvironments,firstexposuretoamultiraterassessmentmaybeaccompaniedbysomedegreeofangstonthepartofboththeorganizationandtheemployee.Whenemployeesunderstandthatthefeedbacktheyreceivewillbeusedpurelyfortheirowndevelopmentalbenefit,theytendtobemorereceptivetothefeedbackprovided.Ratherthanreceivingthefeedbackfromadefensiveposture,theyaremoreapttoacceptthefeedbackasagiftfromthosetheyimpact.Whenfirstexposuretomultiraterfeedbackhasadministrativeconsequences(i.e.,raises,promotions,bonuses,possiblelayoffs,etc.),employeesmaybemorelikelytoattackthefeedbackratherthanacceptit.Afterall,theymayhavemuchmoretolose.Similarly,ratersarelesslikelytoprovidehonest,candidfeedbackwhentheyknowthatitmayimpactsomeonespayorposition.Whileweencouragetheuseofmultiraterfeedbackfordevelopment,wealsorealizethatoftenthedecisiontouse360sforappraisalhasalreadybeenmade.Wehaveseenanumberoforganizationssuccessfullyuse360degreefeedbackfordevelopmentandthenbeginusingitforappraisalpurposesatalaterdate,oncetheorganizationbecomesmoreadeptatgivingandreceivingfeedback.Thesecompaniesoftenfindthatgatheringmultipleperspectivesforappraisalprovidesveryrichdata.Wehavealsoseenotherorganizationssuccessfullyusemultiraterappraisalfromtheverybeginning.Theorganizationsthatsucceedarethosethatunderstandthedifferenceaheadoftime,andbuildtheirprocessesaccordingly.MigrationfromDevelopmenttoPerformanceWhenstartingtouse360degreefeedbackforthefirsttime,werecommendimplementingaprocessforpersonaldevelopmentduringthefirstyearandprogressingtowardsperformanceappraisaluseinthefollowingyears.Thespeedatwhichanorganizationmovesfromusing360sfordevelopmenttoperformancedependslargelyonthecultureoftheorganizationandemployeesopennesstofeedback.Thefollowingdiagramillustratesacommonmigrationpath:

When first exposure to multi-rater feedback has administrative consequences (i.e., raises, promotions, bonuses, possible lay-offs, etc.), employees may be more likely to attack the feedback rather than accept it. After all, they may have much more to lose.


360DegreeFeedbackMigrationPath

ProblemswithStandardPerformanceAppraisalsAsignificantpercentageofcompaniesreportthattheirtraditionalperformanceappraisalprocess,atopdownsupervisortosubordinateprocess,isinadequateandfailstoprovideanextensiveviewofperformance.TheWallStreetJournalreportedthatinalmosteverymajorsurvey,mostemployeeswhogetevaluationsandmostsupervisorswhogivethemratetheprocessasaresoundingfailure(Schellhardt,1996,p.41).SHRMconductedastudyamongHRleadersandfoundthat90%ofrespondentsreportedthattheirperformanceappraisalsystemsareunsuccessful.Otherorganizationsfindthattheirperformanceappraisalmetricsgenerallydonottakeintoaccountthemannerinwhichemployeesgoaboutreachingtargets.Werecentlyworkedwithagroupofseniorleadersthatwereregularlyachievingrevenuetargets.Becauseofthis,thesemanagersconsistentlyreceivedexceptionalperformanceappraisalratings.However,theyalsoexperiencedhighlevelsofemployeeattrition.Theyhaddifficultyattractingandretainingtalent.Itsoonbecameclearthatthesemanagersweremeetingshorttermtargetsattheexpenseoflongtermprofitability.Theywerealsoleavingawakeofdeadintheirpath,asthecompanydescribedit,inachievingtheseshorttermrevenuetargets.Althoughtheirperformanceappraisalsindicatedthattheywereexcellentperformers,thesemanagersandtheirdepartmentswereoftenfoundtobetheoriginationpointsofmanyoftheemployeeissues.Itwasquicklyrealizedthatthetopdownappraisalbeingusedbythisorganizationonlytookintoaccounttheratingsofthesupervisor.Theseratingswerebasedalmostentirelyonwhetherornotthemanagerhitmonthlyrevenuetargets.However,themanagerstrueoverallperformancewaslargelyunmeasured.Thecompanymadethedecisiontousemultiraterfeedbacktolookatoverallperformanceandleadershipbehavior.Throughthisprocess,theyfoundthatmanyofthesesocalledstellarperformers,wereactuallynotsostellarafterall.Infact,itbecameapparentthattheirtraditionalperformanceappraisalwasineffectiveatdeterminingtruelevelsofperformance,particularlyintermsofleadershipbehaviors.

They were leaving a wake of dead in their path, as the company described it, in achieving these short-term revenue targets. Although their performance appraisals rated them as excellent performers, these managers and their departments were often found to be the origination points of many of the employee issues.


MultiraterAdvantagesMultiraterfeedbackhasseveralsignificantadvantagesoversingleraterassessment.Ratherthanrelyingontheperceptionsofoneindividual,multiraterfeedbacktakesintoaccountmultipleperspectives.Thisisespeciallycriticalwhenoneperson(i.e.,thesupervisor)doesnothavetheopportunitytoobserveallareasofanemployeesperformance.Thoseworkingwiththeemployee,alongwiththesupervisor,aregenerallyabletoprovideamorecomprehensivepictureofanemployeesbehaviororperformance.Thequestionisalsooftenraisedastowhethermanagersareskilled(andimpartial)atprovidingfeedbackthroughperformanceappraisal.Whilesomeorganizationsprovideappropriatetrainingtosupervisorsinhowtoevaluateemployees,mostdonot.Notonlydoesthisraisequestionsastotheaccuracyofperformanceappraisals(whichisaconstantsourceofemployeecomplaints),itcanalsobringtothesurfacesomelegalconcerns.DifferencesbetweenAppraisalScoresand360ScoresItiscriticaltobeclearaboutthepurposebehindanassessment.Isthepurposeoftheprocessadministrative/appraisalfocused,orisitintendedpurelyfordevelopment?Failuretoclearlyanswerthisquestionupfrontcouldspelldisaster.

Werecentlycompletedacomprehensiveseriesofstudiesthatshowthatlittle,ifany,correlationexistsbetweenapersonstraditional(singlerater,topdown)performanceappraisalandthesamepersonsdevelopmentalmultiraterassessment.Additionalstudiesshowthatwhenanemployeesdevelopmental360degreefeedbackscorewascomparedtohisorherperformanceappraisalscore,therewaslittlecorrelation.Wemightexpectthatthosereceivingveryhigh360scoreswouldalsoreceivethehighestperformanceappraisalscores.Thoseinthemiddlerangesofonewouldnaturallybeinthemiddlerangesoftheother.Thesestudiesfoundthatthiswasnotnecessarilythecase.However,thosewhowerethehighestperformers(top10%)onadevelopmentalmultiraterassessmenttypicallyscoredinthetophalfofperformanceappraisalscoreswhencomparedtoothers.Similarly,thosewhorankedinthebottom

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21 25 29 33 37 41 45 49 53 57 61 65 69 73 77 81 85 89 93 97 101 105High to Low Ranked Multi-rater scores

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Multi-rater Performance Evaluation

little, if any, correlation exists between a persons traditional (single-rater, top-down) performance appraisal and the same persons developmental multi-rater assessment.


10%ofmultiraterscoresweregenerallyrankedinthebottomhalfofperformanceappraisalscores.MeasuringtheWhatvs.theHowAfirstglanceatthesestudiesbringintoquestionthevalidityandreliabilityof360stobeginwith.Whileitistruethatvalidityandreliabilityoftheinstrumentsareimportant,theprimaryissuehereisnotoneofstatistics.Itliesinthepurposeoftheinstrument.Theprimarypurposeofaperformanceappraisalistorateanemployeesperformancebasedonwhatheorshehasaccomplished.Itmeasuresskills,performance,andaccomplishmentaccordingtoestablishedmetrics,goals,andcompanyorunitobjectives.Thepurposeofadevelopmentalassessmentistomeasurehowitwasaccomplished,andwhatbehaviorsbroughtthisabout.Inotherwords,theoretically,amanagercouldaccomplishallofhisorherstatedobjectives:somethingthatismeasuredinaperformanceappraisal.Thisisthewhat.However,themannerinwhichheorsheaccomplisheditismeasuredinadevelopmentalassessment.Thisisthehow.Heorshemayhavehitallthekeyperformancegoals,yetdestroyedimportantrelationshipsinhisorherpath(haventweallworkedforthismanageratsomepointinourcareers?).Becauseofthis,itispossibletoreceivehighscoresononeformofassessmentandlowscoresontheother.Absolutevs.RelativeScoresOneoftheconcernstypicallyexpressedaboutmultiraterfeedbackisthatthescoresaretoohigh.Onafivepointscale,thismaymeanthatthescoreshoveraroundthe4.04.2range.Whenyoustoptoexaminethis,itisnosurprisethatthisisthecase.Thevastmajorityofemployeesshouldbeperformingatthislevel.Ifnot,thecompanyhasaseparateperformanceissue.However,itisimportanttorecognizethat,bynature,multiraterfeedbackusedfordevelopmentwilltypicallyresultinhigher(byabout20%)mean,median,andmodescoresthandoperformanceappraisals.Infact,over90%ofemployeeswillreceivehigheroveralldevelopmentalfeedbackscoresthantheydoontheiroverallperformanceappraisalscoreswhenratingscalesaresimilar.Partofthereasonforthisisthatthoseprovidingfeedbackfordevelopmenttendtolookatabsoluteperformance,ratherthanrelativeperformance.Inotherwords,onascalefrom1to10intermsofhowtheemployeeactuallyperformed,wheredidtheemployeefallonanabsolutescale?Ontheotherhand,whenusedforappraisalpurposes,raterstendtolookattherelativeperformancehowwelldidtheyperformrelativetoothers?Itsabitlikethegradingonacurvethatweallcametoknowandloveinschool.Thisalsomeansthatagreaterrangeinscoreswilllikelybefoundinfeedbackusedforappraisalversusfeedbackusedfordevelopment.Thisisafactthattendstoencourageproponentsof360sforappraisal;thereisagreaterspreadbetweenhighscorersandlowscorers.However,itisalsoimportanttonotethatmuchofthisvariabilityistheresultofawiderrangeinscoresprovidedbysupervisors,andnotnecessarilybytheotherraters.Muchofthiscomesfrompressureonthesupervisor,realorperceived,tomakeavisibledistinctionbetweenhighandlowperformers.

Thispressureisoftenacarriedoverfromtheneedtoprovideclearperformanceratingsinordertodivideupbonusorcompensationpools.Unfortunately,thisforcedrankingsystemmaycausesupervisorstospreadscoringrangesouttothepointthattheyareno

Over 90% of employees will receive higher overall developmental feedback scores than they do on their overall performance appraisal scores when rating scales are similar.


longerindicativeoftrueperformancelevels,andthereforeareofquestionableusetothepersonreceivingthefeedbackreport.WhoOwnstheData?Thisalsobringsupanotherkeydifference:whoownsthedata?Typically,whenusedfordevelopmentthepersonbeingratedownsthedata.Inotherwords,thedataisgenerallypresentedtotheemployeefirst,oftenwithgreatconcernforcompleteconfidentiality.Theemployeeisusuallytheonlypersontoseethedata,unlessdataiswillinglysharedwithasupervisor.Occasionally,HumanResourceshasaccesstothedataaswell.TheupsideofinvolvingHRisthatthereisaperceivedsafetynet.Theemployeeknowsthatthedataispurelydevelopmental.Thedownside,however,isthatdevelopmentisleftcompletelyuptotheemployee,whichmayormaynotleadtochange.Whenusedforappraisal,ontheotherhand,theemployeessupervisor,aswellasHumanResources,typicallyhasaccesstothedataeitherbeforeoratthesametimeastheemployee.Quiteoftenthisleadstosourcesotherthantheemployeeowningthedata,whichleadstogreateraccountability.PerceptionGapsAnotherimportantdifferenceinusingmultiraterassessmentforappraisalversusdevelopmentcomestolightwhenexaminingperceptiongaps.Whenusedfordevelopment,identifyinggapsbetweenratersperceptionsisoneofthemostimportantelementsofthefeedback.IfIseemyselfdifferentlythanothersseeme,thisgapinperceptionisavaluablesourceofinformation.Similarlyiftherearegapsinthewaymysupervisorratesmeversusthewaymypeersrateme,thisiscriticalinformation.

Generallywithdevelopment,employeesareencouragedtoexplorethesegapsandaskquestionsofclarificationfromtheirratersinordertounderstandthereasonsbehindtheratings.Whenusedfordevelopment,theseconversationsaregenerallyveryproductiveandoftenfairlycomfortable.However,thesegapsinperception,particularlyinsupervisorratingsversusothersratings,aresomewhatdistortedwhenusedforappraisal(asdiscussedpreviously).Gapsbetweenratersselfratingsandsupervisorratingsareoftensignificant,particularlyonperformanceappraisals.Ifthisisdifficulttobelieve,youmaywanttotryalittleexperiment.Askaroomfullofpeopleonthesameworkteamtoclosetheireyesandraisetheirhandsiftheyconsiderthemselvestobebelowaverageperformers.Chancesareveryfewhandswillgoup;aninterestingobservation,asstatisticallyhalfoftheroomisatorbelowaverage.Now,askthesupervisoraboutthesamegroupofindividuals,andheorshewilllikelybeabletotellyouwhichhalfofthegroupisbelowaverage.Thisdifferenceisexaggeratedthroughperformanceappraisals.Becauseoffactorssuchasthese,gapsinscoresmaynotprovidethevaluableinformationtheydowhenusedfordevelopment.Additionally,askingforclarificationof

Ask a room full of people on the same work team to close their eyes and raise their hands if they consider themselves to be below-average performers. Chances are very few hands will go up; an interesting observation, as statistically half of the room is at or below average.


ratingsfromrateesmaynotbeasappropriateinappraisalfeedback,andmayoftenbeperceivedasdefensiveorevenhostile.10TipsforUsing360sforPerformanceReviewsAnumberoforganizationshavesuccessfullyused360degreefeedbackforperformanceappraisals.Theseorganizationsappeartoshareseveralcommoncharacteristicsthathelpthemtosucceedwhereothersfail:

1. Understandthedifferencesinuseandpurpose.Thesetwotypesofassessmentsarenotinterchangeable.Understandingthatscoreswilldifferdependingonthepurpose,asdiscussedpreviously,willhelpindetermininghowbesttouseandinterpretthescores.Asoutcomeswilllikelybedifferentdependingonthepurpose,thesedifferencesshouldbetakenintoaccountwhendetermininghowbesttouseandinterprettheresults.

2. Communicatethepurposeandprocess.Letemployeesknowtheintended

purposebeforeadministeringtheassessments,aswellashowtheresultswillbeused.Communicatetheprocessandholdtoit.Traintheorganizationonhowtoprovideaccurateratings.

3. Useapilotgroup.Usingapilotgroup(orgroups)of3550peoplepriorto

organizationwiderollouthasseveraladvantages.First,itallowsforrefinementoftheprocessandoftheinstrumentitself.Manypotentialproblemsarequicklyidentifiedthroughthisprocessthatwouldhavebeenwidespreadotherwise.Second,thepilotgroupcanactaschampionsthroughouttherestoftheorganization.Thispilotstudymayalsogiveyouasmalltasteofwhattoexpectwhenrolledouttotherestoftheorganization.

4. Waitbeforetakingadministrativeaction.Althoughthesesuccessful

organizationsuse360sforappraisal,mosthavewaited1218monthsbeforebeginningtotieraises,promotions,etc.totheappraisalresults.Thisallowspeopletobecomefamiliarwiththeprocessandcomfortablewithprovidingfeedback.

5. Selectappropriateraters.Itisoftenmoreappropriateforemployeestoselect

theirownraterswithdevelopmentalfeedbackthanwithappraisalfeedback.Withappraisals,theremaybethetemptationtostackthedeckintermsofwhoisselectedtoprovidefeedback.Thiscanbesolvedbyselectingratersonbehalfoftheemployee,ratherthanrequiringtheemployeetoselecthisorherownraters.Itisalsocriticaltoensurethatselectedratershaveregularinteractionwiththeemployeebeingrated,andcanprovideaccuratefeedbackastoperformance.Itisalsoimportanttolimitthenumberofraters.

6. Considertheanswerscale.Multiraterassessmentfordevelopmentshould

includequestionsgearedatbehavior(thehow),whileappraisalassessmentscanfocusmoreontheperformance(thewhat).Surveyquestionsshouldreflectthesedifferencesindesign.Wealsorecommendthata7pointLikertscalebeused,ratherthana5pointscale.Thisallowsforgreaterdifferentiationinscores.

7. Usesmallbutrelevantratergroups.Considerthenumberofpeoplethatwill

beinvolvedinprovidingfeedback.Multiraterappraisalsinvolvemoreofthe


organizationintermsofprovidingfeedback.Eachperson(especiallymanagers),mayberequiredtocompletemultipleevaluations.

8. Keepthesurveyshort.Itisalsoimportanttodesignasurveythatisshort

enoughthatitcanbecompletedin15minutes.Wehavefoundthistobeapproximately4555questions.Ifitsanylonger,raterstendtoexperienceraterfatigue,oftenresultinginallscoresfallinginthegoodrange.Theshorterthesurvey,themoreaptratersaretoprovidethetimeneededtogiveaccurateinformation.Itthereforebecomesespeciallyimportantthatthesurveybeevenmoreconcise,ascompletingmultiple,lengthyassessmentsmaybecometimeconsumingandineffective.Keepinmind,however,thatthisbrevityshouldneverbeattheexpenseoflosingthevalueofcomprehensivefeedback.

9. Useacustomizedsurvey.Beawarethatmostofftheshelfsurveysare

designedfordevelopmentaluse,notforappraisals.Wetypicallyfindthatofftheshelfsurveysareinappropriateforappraisalpurposes,andthatorganizationsshouldconsiderasurveycustomizedtotheirspecificpurposes.

10. Dontgroupquestionsintosinglecategoryscores.Manyperformance

appraisalsgroupaseriesofquestionsunderonecategory.AnexampleofthiswouldbethecategoryofCommunications.Communicationsiscomprisedofmanyelements:oralcommunications,writtencommunications,listening,etc.Ratherthanprovidingscoresforeachitem,manyappraisalswillgiveoneoverallscoreforthecategory.Whenthisisthecase,itisoftendifficultforanemployeetoknowwhichareaofCommunicationsisbeingaddressed.Providingascoreforeachindividualquestionprovidesmoreusefuldata,andiseasierfortheratertoevaluatemoreaccurately.

FinalThoughtsUsingmultiraterassessmentforappraisalhassomesignificantadvantages,aswellasdisadvantages.Itisimportanttonote,however,that360sforperformanceand360sfordevelopmentarelikelytoproducedifferentoutcomes.Also,multiraterfeedbackusedfordevelopmentshowslittlecorrelationtotraditionaltopdownappraisals.Theyarenotinterchangeable,andshouldnotbetreatedassuch.Ideally,werecommendthatorganizationsusebothamultiraterassessmentfordevelopmentandaseparateperformanceevaluation,andthattheybeclearlyseparated.Whenbothinstrumentsareusedtogether,thedevelopmentalpiececanfocusspecificallyonthehow,identifyingspecificleadershipbehaviors,ratherthangoalaccomplishment.Theevaluativepiecethenfocusesmoreonthewhat,includingsuchtraditionalelementsasachievementofperformancetargets,MBOs(managementbyobjectives),andorganizationalmetrics.Usingbothinstrumentswillprovideamorecompletepictureofoverallperformance.Bothmakeupimportantelementsofanemployeesoveralldevelopmentplan.Whetherornottheappraisalpiececomesintheformofmultiraterfeedbackissomethingthatrequirescarefulconsiderationanddesign,asitdoesposesomeuniquechallenges.Usedeffectively,multiraterfeedbackhasthepotentialtoprovidevaluableinsightfortheorganizationandtheindividual.


AbouttheAuthorsTracyMaylettDecisionWisePresidentandCEOTracy'sbusiness,coaching,andconsultingbackgroundextendsoveraperiodof20yearsandacross5continents.Withexperienceintechnology,retail,government,education,andmanufacturingenvironments,Dr.Mayletthasworkedwithexecutiveandleadership

teamsinover20countries.TracyjoinedasPresidentofDecisionWise,comingfromapositionasVicePresidentofOrganizationEffectivenessatModusMediaInternationalinBoston.Priorrolesincludedhumanresources,traininganddevelopment,andprocessmanagement.HehasalsotaughtintheDepartmentofOrganizationLeadershipandStrategyattheMarriottSchoolofManagementatBYU.TracyhasaDoctorateinOrganizationChangefromPepperdineUniversity,anM.B.A.fromBrighamYoungUniversityandaB.A.inEducationfromUtahStateUniversity.HeiscertifiedasaSeniorProfessionalofHumanResources(SPHR),andistheauthorofnumerousprofessionalandacademicpublicationsrelatingtofeedback,coaching,leadership,humanresources,andchange.

JuanRiboldiDecisionWiseConsultantandEmployeeEngagementExpertForovertwentyyears,Juanhasconsultedwithvariouscorporationsandleadersacrosstheglobeinchangemanagement,organizationdevelopment,andleadershipcoaching.

JuanisthefounderofDecisionWiseandtheauthorofanumberofpublicationsandprogramsintheareasofemployeeengagement,feedback,leadership,andorganizationaleffectiveness.HeholdsgraduatedegreesinOrganizationBehaviorandBusinessManagementfromtheMarriottSchoolofManagementatBrighamYoungUniversity,wherehealsotaughtintheDepartmentofOrganizationLeadershipandStrategy.AboutDecisionWiseDecisionWise,Inc.isamanagementconsultingfirmspecializinginleadershipandorganizationdevelopmentusingassessments,feedback,coaching,andtraining.OurLeadershipIntelligenceprocessleadstomoreeffectiveworkingrelationships,higherlevelsofemployeeengagement,andincreasedbusinessperformance.Weprovideourconsultingandsurveyservicestoorganizationsthroughouttheworld,includingmanyFortune500companies,governmentorganizations,andnonprofits.Ourmissionissimpleandstraightforward:"Tohelppeopleworkmoreeffectivelybyturningfeedbackintoresults.DecisionWisewasfoundedin1996,isprivatelyowned,andbasedalongtheWasatchMountainsinProvo,Utah.FormoreinformationaboutDecisionWise,visitwww.decwise.com.

DecisionWise Whitepaper Guide to Using 360s for Performance Reviews

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