The 360 degree feedback tool from research to practice
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+ Assignment #2 Human Resource Management II Presented By: Colleen Connors, Nathalie Roder-Ross, Dmytro Jaremus, Mohab Labib; and Dawn Quintan The 360 Degree Feedback Tool: From Research to Practice
description
The 360 Feedback tool used for performance appraisal. The presentation is highlighting the practice of the tool's usage in Canada.
Transcript of The 360 degree feedback tool from research to practice
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Assignment #2
Human Resource Management II
Presented By: Colleen Connors, Nathalie
Roder-Ross, Dmytro Jaremus, Mohab Labib;
and Dawn Quintan
The 360 Degree
Feedback Tool:
From Research to Practice
+ What Is The…
-Degree Tool ?
The 360 appraisal tool pools feedback from all the people an
employee interacts with.
For example; Top Management, Manager, Reporting Employee,
Coworkers, Other Departments, Client, Suppliers
It is feedback that comes from all around an employee.
“360” refers to 360 degrees of a circle; the incumbent being reviewed is at
the center of this circle.
+ Purpose of using the
The primary objective’s of the 360 are to provide:
A comprehensive review of behavior and performance
Help to develop talents and competencies
Opportunities for further training and development
Assistance in determining performance and pay
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Contact: Charlotte Connelly
Position: Human Resource
Director
Contact: Miranda Pawlett
Position: Human Resource
Coordinator
+ 360
Our Research: Criteria should be focused on both core and developmental competencies. However, companies may differ on how they put this into practice.
@ Ziptrek: Various technology is used to come up with a predetermined set of competencies for each position. Competencies are then rated on a scale to ease evaluation process.
@ Mosaic: Focuses on competencies that are shared amongst each department.
+ The Process
Our Research: Managers will provide the 360 feedback to
employees once the results are gathered
@ Ziptrek: Employees and manager’s are given time to
prepare for the feedback conversation.
@ Mosaic: Feedback is given formally, in quarterly reviews
and Annual Performance Evaluations (APE’s), and informally
when reviewing project results.
+ Conducting a
Our Research: Make use of training, coaching, and
periodically check-up of reaching developmental goals
@ Ziptrek: Quarterly reviews to determine progress in
development plans. Coaches teamed with employees to help
reach goals.
@ Mosaic: Quarterly reviews. Uses coaches, mentors,
colleagues to help reach development plans.
+ Factor:
Research by Goldsmith and Holman (2005)illustrate the
importance of the follow-up. Compare:
0%
10%
20%
30%
40%
50%
-3 -2 -1 0 1 2 3
Perceived Change
“My Coworker Did No Follow-Up”
Company A
Company B
Company C
Company D
Company E
Mean Leader
+ Factor:
0%
10%
20%
30%
40%
50%
60%
-3 -2 -1 0 1 2 3
Perceived Change
“My Co-Worker Did Consistent or Periodic Follow-
Up”
Company A
Company B
Company C
Company D
Company E
Mean Leader
With…
Adapted From Zenger and Folkman
(2009)
+ Measuring (return on investment)
Our Research: Use the 360 for other purposes (e.g. diagnostic of organizational climate, developing training programs for employees, leadership tool, etc.)
@ Ziptrek: Consistently update program based on employee/customer feedback.
@ Mosaic: Use as Transitional Documentation. Help to identify employee strengths, and provide focus for how to develop employees.
+ Possible Constraints
Our Research: Avoid using the 360 to determine
compensation, since bias is inherent in the system, and
evaluations from raters can be inconsistent.
@ Ziptrek & Mosaic: Use 360 purely for developmental
purposes. Other means of Evaluations already in place for
appraisals. Respect Employee privacy, and discourage
employees from attributing comments.
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How the 360 operates is dependent upon the industry that
employs it, and the length of time is has been used.
The 360 aims to engender a culture of continuous learning,
whereby competencies are strengthened.
The Value of the tool can only be determined by the quality
of the feedback (delivered through training) and the quality
of the Follow-Up (delivered through development plans).
+ Continued…
Tips For designing and implementing effective 360 Feedback Programs:
Anonymity – Respect the privacy of those involved
Assist – Use 360 for development purposes only
Focus - Limit the number of competencies to those shared by organization
Enhance – Identify each employee’s strengths and build them
Follow-though – Pay attention to Feedback. Pay more attention to Follow-up.
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“When an individual can provide an extraordinary competency
that an organization needs, the only other component that is
required is passion.”
- The Extraordinary Leader
