360 degree feedback(multisource

feedback)

Definition

Evaluation tool that utilizes opinions of many different people that interact with the employee on a routine basis

Generates more accurate feedback by “gathering information from people about an individual’s performance as seen by the standards and expectations of their boss, self, peers, direct reports, and customers.”

Key Features

Usually based on a questionnaire, possibly web-based

Feedback is usually anonymous Appraisal is normally followed up with

actions for individual improvement and development

Not to be used for decision-making, only purpose is for employee growth

Utilizes many stakeholders inside, and outside of, the organization

Inappropriate Uses

Rarely linked to decisions on pay Not recommended for promotion

decisions Should not be a heavy determinant in

bonus awards In small organizations where anonymity is

unlikely or there are a lack of enough peers and direct reports to reduce outlying opinions

Is The Environment Appropriate?

Ask yourself the following questions:◦ What is the desired outcome of the feedback?◦ Do we have enough raters?◦ Is this applicable to all of our employees or an

employee group?◦ Are our employees mature enough to handle the

feedback and to give feedback?◦ Is there openness and trust between supervisors

and their direct reports?

Is The Environment Appropriate?

More questions to ask yourself◦ Are our employees and “managers willing to

listen and learn and to effect any necessary changes as a result?”

◦ Are we willing to devote the time and energy to make this system work? (It won’t work unless everyone in the organization is on board from the “get-go”)

◦ What do we want to do with the information that is gained? Help the employees grow or are we looking for a way to determine pay and promotion?

360 degree reviews establish a culture for continuous learning and provide more global feedback for employees, which leads to improved performance

In 1995:40% of American companies used 360 degree feedback

in 2000 : 65% 2002, 90% of Fortune 500 companies were

using a 360 degree

review process is purported to be superior to

traditional forms of evaluation and feedbackbecause it provides more complete and

accurate assessment of the employee’s competencies, behaviors and performance outcomes

Accuracy of The 360 degree Feedback

it offers feedback on observed behaviors and performance from a circle of raters, as opposed to subjective viewpoints from a single individual

similar feedback will send a reinforced message to the learner about what is working well and what needs to be improved

Feedback is more difficult to ignore when it is repeatedly offered by multiple sources

While traditional performance reviews offer a single or limited viewpoint, the 360 degree review offers feedback from many sources that often times send repeating and consistent messages.

When a learner sees a consistent pattern of feedback, that feedback is more likely to become reinforced and is more difficult to write off as invalid.

There is a possibility that multi-rater feedback from a 360 degree review is more likely to be accepted by the employee

Once an individual accepts feedback there is an increasing likelihood of behavioral change and performance improvement

Acceptance of Feedback

Nothing happens until a person wants something to happen

the acceptance of feedback is the catalyst tobehavioral change. Feedback provides individual motivation if the

learner accepts it Not all learners feel as if they are capable or

are interested in change. If and when the learner becomes truly

motivated, this energy will serve as the elixir to change.

The Role of Feedback in BehavioralChange

Precontemplation stage, at which there is no intention to change behavior in the foreseeable future. This is when learners are unaware of problems or that there is a need for change.

Contemplation stage, in which individuals have identified a problem, deciding whether or not there is a need to take action to correct the problem.

Preparation stage, the learner discusses the trends of the feedback with their coach and identifies common themes. Specific plans of action are developed as the learner chooses among potential solutions.

Action stage is where the learner actually put their plan to work and begins to change behavioral patterns.

Maintenance stage where the learner works to prevent relapse and are motivated to sustain progress.

The Transtheoretical Model of Behavioral Change

An experienced feedback coach is familiar with many of the typical reactions to feedback and can assist the learner with handling their reactions appropriately

While positive feedback is typically aimed at enhancing feelings of psychological safety and reinforcing selected behaviors, negative feedback is seen as aimed at shaking one loose from one’s self satisfied concept of oneself and at stimulating one to try new behaviors.

In a 360review, negative feedback can be reframed as corrective feedback.

Reaction to Feedback and Its affect on the Employee

The 360-degree evaluation tool would seem to have some appeal to residency programs in that it could help to assess physician competence in all six general competencies

6 general competencies for residents are: medical knowledge,

patient care professionalism practice- based learning and improvement systems-based practice interpersonal and communication skills.

Assess all competencies

peer physicians,faculty, nurses, and patients can reliably rate physicians’ humanistic behaviors.

It has been estimated that ratings from 10–11 peer physicians, 5–15 nurses, 20–50 faculty supervisors,or 50–147 patients are needed to get reliable ratings of physicians’ humanistic qualities.

Collecting data using paper surveys is burdensome and expensive

Because feedback is recall dependent, raters should be asked to evaluate learner close to the time when they have worked with the learner.

This requires frequent sampling, again adding to the burden of data collection and data management

all faculty must have free access to Web-based system that allows raters to complete surveys online

feasibility challenges tousing 360-degree surveys

ارزیابی انجام 360روشدرجه

( متعددی های پرسشنامه گیرد می صورت پرسشنامه توسطقرار انان اختیار در و میشود تهیه ارزیاب نوع اساس بر

میگیرد ( شده بندي درجه هاي مقياس از ها پرسشنامه اين اكثر در

فرد در ميزان چه تا رفتار يك اينكه گيري اندازه براياز ) : مثال عنوان به شود مي ،استفاده شود مي ٥مشاهده

تا موارد تمام در مفهوم هرگز ( ١به مفهوم به آنهابر نظرات ، ارزيابان توسط ها پرسشنامه تكميل از پس

باز فرد به و شود مي وخالصه بندي جمع موضوع حسبتر . پايين صورت به مقياس است ممكن شود مي داده خورد

سطح از باالتر و انتظار سطح ، مرزي لب انتظار، سطح از . و مشخص بايد مورد هر تعاريف صورت اين در باشد انتظار

باشد . ارزيابان تمام استفاده و توافق مورد

درجـه360ابـزار ارزيـابي

اين ابزار توسط افراد متعدد از جمله خود فرد تكميل ميh افرادي كه فرم ها را تكميل مي كنند شامل گردد. معموًال

افراد زير مي باشد:افراد باًالتر از فردافراد زيردست فردافراد هم سطح فرد بيمارانخانواده بيماران

چه اصولي را درهنگام طراحي ابزار درجه بايد درنظرداشت؟360ارزيابي

.هدف از تهيه فرم ارزيابي بايد مشخص باشدبايد براساس هدف سوال هايي كه در فرم گنجانده مي شود

مشخص شده باشد.، سواًالت فرم بايد شفاف و مشخص باشد پاسخ دادن به سوال ها و تکميل فرم ارزيابي آسان باشد (فرم

نبايدخيلي طوًالني باشد).

چه اصولي را درهنگام طراحي ابزار درجه بايد درنظرداشت؟360ارزيابي

حيطه هاي مورد بررسي مشخص شده باشند و حتي اًالمکانحيطه ها مستقل از يکديگر باشند.

بايد مشخص شود که چه فردي فرم را پرکرده است تا درصورت وجودمشکل پاسخگويي وجودداشته باشد و نيز اگرنياز به کسب اطالعات بيشتر بود ،بتوان پيگيري نمودو به اطالعات

دست يافت..مقياس درجه بندي بايد با هدف تهيه فرم متناسب باشد

آموزش دادنارزيابان،

فراگيران، و مسئولين آموزشي .بسيار اهميت دارد

به ابزار اين توسط ارزيابي از پس كه بازخورديداراي است بهتر ، شود مي داده نظر مورد فرد

باشد : زير هاي ويژگيباشد - . چهره به چهره

چند - باره اين در گفتگو شروع از پيشبه وي خود تا شود داده فرد به فرصت لحظهيابد . اطالع آن از و كند نگاه ارزيابي ي نتيجه

بپردازد - . دو هر ضعف و قوت نقاط ارزيابي به. شود - داده نظر اظهار اجازه فرد به

نمايد - . ترغيب فرد در را ارزيابي خود خود اهداف كردن مشخص با تا كند كمك وي به

بستن كار به براي برنامه يك ، خويش اصالح برايارزيابي نتايج

( (Action plan. نمايد تهيه ارزيابان كه جمالتي ، ها ارزيابي اين در البته

نام ذكر ،بدون اند نوشته فرد ي باره در مختلفمي داده بازخورد فرد به كتبي صورت به و ارزياب

شود .

دستياران ، خود استادان ميان از را ارزياب چند فراگير ،كند ... مي انتخاب ، ارشد و مجرب پرستاران ، باالتر سال

خود . فراگير نمايند تكميل را وي ارزيابي پرسشنامه تا . هاي فرم نمايد مي تكميل را ارزيابي خود فرم يك نيز

براي فراگير دخالت بدون و مستقيم بطور ارزيابيفراگير براي ارزيابان نظرات تا شود مي ارسال ارزيابان

حذف . از پس و آوري گرد نظرات سپس بماند ناشناختهمي داده بازخورد فراگير به مكتوب صورت به ارزياب نامخود . به فرد خود كه اي نمره مربوطه هاي چارت در شودداده او به ارزياب اساتید كه نمراتي ميانگين ، است دادهگردد .. مي مشخص دستياران ساير نمرات ميانگين اندو

ارزيابي شود .٢اين مي انجام سال در بار

همكاران– توسط مختصر ابزارارزيابيmini-PATدر

: ابزار اين موارداستفاده نه و تكويني بازخورد دادن ارزيابي اين از هدف كه هنگامي

چشم و بيشتر دقت با ارزيابان ، است نهايي گيري تصميمبراي . خوبي ابزار اين بنابر كنند مي ارزيابي كمتر پوشي

تكويني هاي باشد .Formative assessment ارزيابي مي: نمود استفاده زير موارد ارزيابي براي توان مي ابزار ازاين -فردي بين ارتباط برقراري هاي مهارت -اي حرفه professional Behaviorsرفتارهاي -بيمار از مراقبت هاي جنبه برخي -سيستم بر مبتني طبابت هاي جنبه از -Systemبرخي

based

گروه توسط فرد رفتار ارزيابيTAB ) Team Assessment Behaviour(

دشوار را ابزار اين از استفاده نكته دو ، عمل درسازد مي

كه- ١ اي بگونه خوب پرسشنامه تهيه و ساختننمايند تكميل را آن بايد كه ي افراد همه براي

باشد) .... ( . مناسب ، ، بيمار ، استاداز- ٢ حاصل نتايج كردن خالصه و بندي جمع

به ، دادن بازخورد جهت بايد كه فرم زيادي تعدادشود رسانده دستيار اطالع

كمك تواند مي الكترونيك هاي روش از استفادهباشد . راستا اين در مفيدي بسيار

ابزار بودن درجه ٣٦٠عملي :

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