HOW TO DO A 360 HOW TO DO A 360 EVALUATIONEVALUATION

Sue CypertSue Cypert

Associate VP for Human ResourcesAssociate VP for Human Resources

SLUSLU

MAJOR STEPS IN THE PROCESSMAJOR STEPS IN THE PROCESS

ESTABLISH WHAT ESTABLISH WHAT PREPARE PLANPREPARE PLAN GATHER FEEDBACKGATHER FEEDBACK ANALYZE, SYNTHESIZE, PREPARE ANALYZE, SYNTHESIZE, PREPARE

EVALUATIONEVALUATION PRESENT AND DISCUSSPRESENT AND DISCUSS REDISCUSS, SET GOALS, FINALIZEREDISCUSS, SET GOALS, FINALIZE

STEP ONESTEP ONE

WHAT? The supervisor and WHAT? The supervisor and employee have to agree on WHAT is employee have to agree on WHAT is being appraised. Will it be being appraised. Will it be interpersonal qualities? Team interpersonal qualities? Team contribution? Results? Qualities such contribution? Results? Qualities such as dependability or creativity? What as dependability or creativity? What issues come up from the mission of issues come up from the mission of the department or organization? Are the department or organization? Are there change issues?there change issues?

Step One continuedStep One continued

The supervisor and employee:The supervisor and employee: Review, revise, and agree on a job Review, revise, and agree on a job

descriptiondescription Discuss and agree on the prioritization of Discuss and agree on the prioritization of

the skills, professional abilities, and tasks of the skills, professional abilities, and tasks of the job the job

Discuss and agree on the job elements or Discuss and agree on the job elements or performance qualities that are of primary performance qualities that are of primary importance to each of them.importance to each of them.

Disagreements, obviously, must be resolved.Disagreements, obviously, must be resolved.

STEP TWOSTEP TWO

PREPARE PLANPREPARE PLAN The supervisor and employee discuss and The supervisor and employee discuss and

agree on a plan for gathering data, usually agree on a plan for gathering data, usually with interviews in-person or by phone, at with interviews in-person or by phone, at SLU. The employee can suggest WHO SLU. The employee can suggest WHO should be interviewed but the supervisor should be interviewed but the supervisor can add to the list and makes the final can add to the list and makes the final decision on who to interview WITHOUT decision on who to interview WITHOUT telling the employee – part of the telling the employee – part of the safeguards provided to those providing safeguards provided to those providing feedback.feedback.

STEP THREESTEP THREE

GATHER FEEDBACKGATHER FEEDBACK The employee does a self-evaluation to be The employee does a self-evaluation to be

given to the supervisor. This self-evaluation given to the supervisor. This self-evaluation should describe the extent to which the should describe the extent to which the reviewed staff member believes he or she reviewed staff member believes he or she has met the goals and objectives agreed has met the goals and objectives agreed upon the previous year with the supervisor, upon the previous year with the supervisor, or, for the new employee, is meeting the or, for the new employee, is meeting the goals and objectives that were discussed goals and objectives that were discussed when the individual was hired. In addition, when the individual was hired. In addition, the self-evaluation can be a vehicle for the self-evaluation can be a vehicle for bringing forward issues the staff member bringing forward issues the staff member would like to discuss. would like to discuss.

Step three continued…Step three continued…

The supervisor puts the 360 evaluation into The supervisor puts the 360 evaluation into action by conducting interviews. A set of action by conducting interviews. A set of questions that will be asked in EACH questions that will be asked in EACH interview should be used by the supervisor, interview should be used by the supervisor, questions based on the discussion between questions based on the discussion between the supervisor and the person being the supervisor and the person being evaluated. These questions should cover evaluated. These questions should cover the important elements of the job and the the important elements of the job and the priorities the supervisor and employee have priorities the supervisor and employee have agreed are important. agreed are important.

Step three continuedStep three continued

The supervisor may interview, either in person or by telephone, The supervisor may interview, either in person or by telephone, or contact with a survey:or contact with a survey:

all or some of the employee’s direct reports, including hourly all or some of the employee’s direct reports, including hourly employeesemployees

an appropriate group of employees at the same and higher an appropriate group of employees at the same and higher organizational level with whom the employee has an ongoing organizational level with whom the employee has an ongoing working relationshipworking relationship

representative internal & external customers with whom the representative internal & external customers with whom the employee regularly works or interactsemployee regularly works or interacts

other persons – outside consultants or business agents – as other persons – outside consultants or business agents – as identified by the employee being reviewed or by the identified by the employee being reviewed or by the supervisor. supervisor.

Who, and how many, will be surveyed and/or interviewed is a Who, and how many, will be surveyed and/or interviewed is a decision made by the supervisor, who may add to the list decision made by the supervisor, who may add to the list without the employee’s knowledge. This provides a without the employee’s knowledge. This provides a safeguard for those who provide feedback, as the employee safeguard for those who provide feedback, as the employee being evaluated doesn’t know precisely who was contacted. being evaluated doesn’t know precisely who was contacted.

Step three continued …Step three continued … Conducting an interview:Conducting an interview: The interviewee is The interviewee is

provided with the employee’s job description, the provided with the employee’s job description, the department and/or organization mission, and other department and/or organization mission, and other relevant information, such as the employee’s goals relevant information, such as the employee’s goals and objectives or primary areas of interest or and objectives or primary areas of interest or concern of the supervisor and the employee. concern of the supervisor and the employee.

It is critical that the supervisor conduct interviews It is critical that the supervisor conduct interviews with an open mind: an interviewer who has already with an open mind: an interviewer who has already pre-judged the employee is not conducting a fair pre-judged the employee is not conducting a fair evaluation, and will hear only what she/he wants to evaluation, and will hear only what she/he wants to hear. [hear. [I didn’t see it until I believed itI didn’t see it until I believed it.] Also safety .] Also safety for the interviewee is important: privacy and for the interviewee is important: privacy and anonymity are critical to getting candid feedback.anonymity are critical to getting candid feedback.

STEP FOURSTEP FOUR

ANALYZE, SYNTHESIZE, PREPARE ANALYZE, SYNTHESIZE, PREPARE EVALUATIONEVALUATION

The supervisor gathers all the The supervisor gathers all the feedback and analyzes. Considering feedback and analyzes. Considering all the feedback, what s/he considers all the feedback, what s/he considers important, and issues for the important, and issues for the department and organization, the department and organization, the supervisor prepares a written supervisor prepares a written evaluation.evaluation.

STEP FIVESTEP FIVE

PRESENT AND DISCUSSPRESENT AND DISCUSS The supervisor and employee meet The supervisor and employee meet

[consider all important context issues – [consider all important context issues – location, time, privacy] to discuss the location, time, privacy] to discuss the evaluation. The evaluation is prepared to evaluation. The evaluation is prepared to provide anonymity to all those who provide anonymity to all those who provided feedback, but the employee must provided feedback, but the employee must be reminded that any searching out or be reminded that any searching out or identifying of those who provided feedback identifying of those who provided feedback – especially if it will look like retaliation – – especially if it will look like retaliation – must be AVOIDED ENTIRELY. Employee is must be AVOIDED ENTIRELY. Employee is asked to think about the evaluation and a asked to think about the evaluation and a second meeting is set at least 48 hours [but second meeting is set at least 48 hours [but not more than a week if possible] later.not more than a week if possible] later.

Step SixStep Six

REDISCUSS, SET GOALS, FINALIZEREDISCUSS, SET GOALS, FINALIZE

At the 2nd meeting the employee has the At the 2nd meeting the employee has the opportunity to respond to the supervisor. opportunity to respond to the supervisor. If the response raises major objections, If the response raises major objections, rebuttals, or important additional rebuttals, or important additional information a 3rd meeting might have to information a 3rd meeting might have to be scheduled. At the 2nd or 3rd meeting be scheduled. At the 2nd or 3rd meeting goals will be set for future development, goals will be set for future development, and final evaluation is established. The and final evaluation is established. The final evaluation or Notice of 360 final evaluation or Notice of 360 Completion should be sent to HR. Completion should be sent to HR.

Step six continued Step six continued

If the employee has strong feelings If the employee has strong feelings about the evaluation s/he may submit a about the evaluation s/he may submit a rebuttal to be filed with the evaluation. rebuttal to be filed with the evaluation. NOTE: the evaluation is the supervisor’s: NOTE: the evaluation is the supervisor’s: it is his/her duty to provide. The more it is his/her duty to provide. The more that the employee can be part of the that the employee can be part of the process the better – produces greater process the better – produces greater acceptance and ownership – but if there acceptance and ownership – but if there is disagreement it is the supervisor and is disagreement it is the supervisor and his/her evaluation and goals that are his/her evaluation and goals that are predominant.predominant.

Effective and Destructive FeedbackFrom Jones & Bearley, pgs 13-15

To equip [employees] with effective feedback, we must ensure that our feedback meets … basic criteria. Feedback that successfully meets these criteria can be described as:

Individualized (Daniels, 1989, p. 186). Clear and unambiguous. Feedback should be open to only

one interpretation. Accurately worded. We should check feedback to assure that

what a recipient hears is what was intended. Well presented. In presenting feedback, we should give

recipients the opportunity to ask for clarification of anything they do not understand about the feedback.

Feedback continued

Focused on modifiable behavior. A recipient cannot improve behavior if the behavior is impossible to change.

Goal-directed. The information contained in the feedback should focus on goals, and the goals should be “bought into” by the recipient.

Timely. The feedback should center on the recent or current behavior of the recipient.

Affirming and reinforcing. The feedback should bring to light, and bolster, the recipient’s strengths.

Sensitive. We should provide feedback that is sensitive to the recipient’s needs and receptivity.

Feedback continued

Descriptive. Descriptive feedback is preferable to evaluative information: “Here’s how you appear” is almost always more useful than “Here’s how I judge you.”

Specific. Specific information is clearly more useful than general information: “When you interrupt me while I am speaking, I tend to become frustrated and angry” is more useful than “You’re a dominant person.”

Validated. Feedback needs validation, that is, it must be checked with others in the organization to determine how extensively the feedback giver’s perceptions are shared by others.

On the other hand …

Feedback is powerful information and a potent experience. It can build or break down relationships, and it can mislead as well as inform. Here are some characteristic elements of destructive feedback.

Evaluation and Judgment. For Example, “Your output may rate 4 on a 5-point scale, but you had better get your act together when it comes to getting along with people.”

Insensitivity to the recipient’s ability to use the feedback productively. An example would be giving too much feedback on results while a person is still learning a new task.

Feedback continued

Poor timing. For instance, telling the recipient “You really alienated me by what you did three years ago.”

Labeling. “You’re clearly a Driver” is an example. This is a type of hard-driving profile used in social-style instruments.

Discounting (“writing the person off as a bad debt”). Constructive feedback is withheld because of doubts about the recipient’s ability to change.

Indirect delivery of feedback. For example, telling a third party about problems with a co-worker rather than confronting the co-worker.

Feedback continued

Innuendo. Feedback via innuendo is often derogatory: “I don’t know what your agenda is, but I’m sure the team will want to go forward in spite of it.”

Faint praise. “She’s pretty good – about a 4, I’d say” is an example.

A focus on the recipient’s intentions. Such feedback is more concerned about what the recipient is “up to” than what the recipient can do to improve his or her organizational position.

IN SUMMARY:REMEMBER TO HAVE AN ORDERLY PROCESSION THROUGH THE MAJOR STEPS IN THE PROCESS

Establish what is important / what will be evaluated Prepare a plan with the employee’s involvement Gather feedback, including a self-evaluation and with

safeguards for responders Analyze, synthesize, prepare an evaluation that is

YOUR document, infused with the feedback from others Present and discuss Rediscuss, set goals, finalize

Follow up with evaluators and the employee

Samples

(1) How to get started (2) Questions to be used (3) Email to interviewee

Sample #1:How to get started

HR memo To: AD From: Sue Cypert Re: 360 Performance Review xxxx Time to get started. Step 1: read the attached beige pgs

describing the process Step 2: review the attached job description

Sample #1: “Get Started” Continued

You and I will then discuss #1 and revise #2 as needed.

The next step will be your self evaluation and also a list of suggested interviewees.

You and I will discuss the self eval. I will begin interviewing [not everyone listed, but a

selection of people you list, and others I may add]. I will prepare a written performance evaluation for

your file which we will discuss.

Sample #2:Questions to be used / HR memo WHAT AD CONSIDERS IMPORTANT TO ASK IN

HIS REVIEW Is he competent and knowledgeable in the xxx area? Are you / have you been comfortable with respect to

his competence and trustworthiness? Is his response time good? Does he get back to you

in a reasonable and appropriate time? With co-workers: is he on time? Are his responses

good and helpful? Does he have the appropriate and relevant info?

Sample #2: “Questions" ContinuedWHAT [supervisor] WILL DO- Provide copies of the job description and HR Mission statement. Questions will be asked of some of the interviewees listed, not

everyone: HR mission – does AD’s work support the mission? Did you/ do you feel you are treated with respect?

Professionally? How would you evaluate AD in terms of financial competencies

and his responsibilities to the university? How would you evaluate AD re management in the area of xxxx? How would you evaluate AD re creativity and innovation with

respect to the area of xxxx?

Etc…

Sample #3: HR memo to interviewee

HR EMAIL TO AN EXTERNAL CONSULTANT To: XXXXFrom: Sue

Every two years each administrator at SLU is evaluated using the 360 evaluationprocess based on interviews. Our evaluation process is described at http://www.xxxx. As someone who is a critical stakeholder in the xxx area would you be willing to talk with me regarding AD's review? Your comments will be for me alone: I synthesize the results so that nothing is identifiable from any individual.

If you're willing to talk with me copies of AD's job description and the HR Mission Statement are attached. While we may talk about any number of issues the following are questions that AD and I have agreed are definitely important, so your thoughts on these are especially welcome.

Thank you!sue

[with questions attached]