Download - 360s Gone Wrong: How to Make Them More Effective

© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved.

360s Gone Wrong How to Make Them More Effective

Tuesday, April 8, 2014

A Qualtrics webinar with DDI

© Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 2

360s Gone Wrong

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1 Presented by:

Scott Erker, Ph.D., Senior Vice President, DDI

April 8, 2014

How to Make Them More Effective


Multi-rater: Simple Right?

Mul1-‐rater Assessment

Feedback Development Planning


Multi-rater: Simple?!?

Feedback + IDP


Agenda: 1.  The BRIEF DEFINITION of multi-rater assessment

2.  Three factors that lead to FAILURE

3.  Steps to make your multi-rater process WORLD CLASS


Brief Definition of 360° Feedback

Self Managers

Peers Direct Reports

Stakeholders & Biz info


Brief Definition of 360° Feedback

Feedback Collected

Reports Created and

Shared

Debrief with Manager / Coach

Learning and Development Opportuni1es


Why do organizations use 360 Degree Feedback?

1.  Improved feedback from MULTIPLE SOURCES

2.  Personal, team & organizational DEVELOPMENT

3.  Training needs ASSESSMENT

4.  Input to PERFORMANCE MANAGEMENT


“Despite the popularity of 360-degree feedback, meta-analytic

findings suggest they provide modest change in performance

and when done badly can lead to disengagement and a decline in

performance.”

- Nowack & Mashihi (2012)


47%

74%

63%

Mul1-‐Source Feedback Programs

SUCCESS

FAILURE

Talent Decisions

Performance Mgmt

Plan to Up Spending



SUCCESS

FAILURE

Rater Biases

47%

74%

63% Talent Decisions

Performance Mgmt

Plan to Up Spending


Rater Biases


Rater Biases

•  Halo and leniency errors

•  Raters misjudge ‘no opportunity to observe’

•  Self-assessment is inaccurate

•  Survey fatigue

•  No calibration

•  Comments are personal, not behavioral

•  Focus on weakness and forget strengths



SUCCESS

FAILURE

Rater Biases

Cultural Misalignment

47%

74%


Performance Mgmt

Plan to Up Spending



•  Informal culture rejects feedback

•  ‘Too nice’ bias

•  Hierarchical culture works counter to upward feedback

•  Engineering mentality drives over-analysis



SUCCESS

FAILURE

Rater Biases


No Biz Relevance

47%

74%


Performance Mgmt

Plan to Up Spending


No Business Relevance


No Business Relevance

•  No explicit connection to the business

•  No meaningful discussion of results

•  No integration of 360 with other measurement efforts


V.U.C.A. Makes 360s Obsolete?

V = Volatility: nature/speed of change

U = Uncertainty: lack of predictability of change

C = Complexity: multiplex of forces

A = Ambiguity: cause-and-effect confusion


Rater Biases


No Biz Relevance

Take Ra1ngs Seriously

Customize

Draw Connec1ons


SUCCESS

FAILURE

47%

74%


Performance Mgmt

Plan to Up Spending


Take Ratings Seriously

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•  Orient participants to the process

•  Invest in training and calibration

•  Ensure confidentiality


Customize

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•  Design the process to fit your culture

•  Take a ‘fit for purpose’ approach

•  Use your language

•  Personalize action planning and development

•  Align supervisor and management support

•  Establish and manage data sharing policy


Draw Connections

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•  Leverage the data for individuals and groups

•  Share data, insights, and actions

•  Synthesize 360 data with other business metrics

•  Understand the limitations of the data


Use 360 for Performance Management?

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•  Supervisors may focus on pleasing subordinates to get high appraisals

•  Subordinates may be reluctant to be candid with the manager

•  Subordinates may inflate ratings to gain favor


Challenges for 360° Feedback

•  Different levels of experience with 360

•  Different data interpretation proficiency levels

•  Buy in from participants and others involved in process

•  Inflated, inaccurate, or lenient ratings

•  Emotional reactions to ratings

•  Providing follow up coaching and development experiences

CHALLENGES


Best Practices to Promote Action on 360° Feedback

•  Rate behaviors, not psychological traits (specific, observable, actionable)

•  Design around participant characteristics and strive for buy-in

•  Train and calibrate raters

•  Managers and mentors will shape outcomes

BEST PRACTICES


Rater Biases


No Biz Relevance

Take Ra1ngs Seriously

Customize

Draw Connec1ons


SUCCESS

FAILURE

47%

74%


Performance Mgmt

Plan to Up Spending


Partnership with Qualtrics


Scott Erker, Ph.D. Sr. Vice President, Selection Solutions Development Dimensions International Email: [email protected]

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Questions?