360 degree feedback - sample briefing material

8/6/2019 360 Degree Feedback - Sample Briefing Material

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360 Degree Feedback

via orbitPLUSThis is an illustrative briefing pack for groups about toparticipate in 360 degree feedback project usingTPMGs orbitPLUS. Clients are invited to customize thisfor their own briefings. It may include options that as a

client you will not be using but are included here forcompleteness.

There is a separate file for HR and system managers,which covers progress and management reports

It is structured in 5 parts:Why 360?

How to give feedback

Using orbitPLUS to give feedback

How your feedback appears in 360 results

Final thoughts


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360 the benefits

a fuller and more accurate picture of the individualsperformance in the round

improved or changed behaviours/performance in the

light of the feedback

better communication increased recognition (by individuals and the

organization generally) of the significance of

relationship skills moving towards greater trust and

openness contribution to a culture shift (usually prompted by the

top team initiating a feedback process for themselves)


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Why 360 Feedback?

improving performance begins with self-awareness

360 is a powerful tool in raising an individuals awareness of theirstrengths and weaknesses and their impact on others reinforcesstrengths builds self esteem

it prompts questions such as: do I continue doing this, stop doingthis, try new ways

its the best way to see the individuals full contribution and theirdevelopment needs

feedback may be perceptions but perceptions matter - theyinfluence how colleagues behave towards the individual, e.g.

if someone is generally seen not to listen and not to act onideas from colleagues, it is likely that those ideas will dry up orbe channelled elsewhere


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Perception matters!

perceptions are real because theirconsequences are real

we are viewed

not by what we are, but by how peopleperceive us to be

not by what we say, but by what people hear

not by what we do, but howwe appear to do it


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360 criticisms and sources of

difficulty

individuals and reviewers are not properly prepared to give and receive

feedback

the feedback instrument is not (or is not perceived to be) relevant or valid

the organization has not prepared itself to support or follow through on

the results of the feedback i.e. a demanding process for no gain or worse the culture of the organization does not allow (or actively discourages)

honest feedback

the administrative burden of the process becomes too heavy (with many

people seemingly spending many hours completing feedback forms, e.g

at weekends or at other personal times)

Butthe overwhelming evidence is that most people in most

organizations find the exercise beneficial and in many cases hugely

so!


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Tips for giving feedback

Start with the positive: I really appreciate how you make time tolisten to staff concerns

Be specific - the way you handled that situation was really helpful

Focus on behaviour which can be changed: it would help me ifyou gave me a one page summary of your reports, with key

recommendations and actions Offer alternatives: it might have helped to put X at her ease if you

had spoken to her first before the team meeting

Describe rather than judge or evaluate (you often appear to get toa conclusion, before I have fully described my proposal not you area poor listener)

Own the feedback : It seems to me that ... is less judgementalabout a person than You are... and recognise what the feedbacksays about you


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Critical feedback: from useless to useful

The mans a fool. useless - about as useless as another good year well done!

Could not organize a party in a brewery

nearly useless - not specific but gives a clue of sorts

Hardly ever tells us what he is really trying to achieve and why. Whenhe calls a meeting he is vague about when and where and why. When

we meet he does most of the talking and ignores half the team. He doesnot check that everyone knows what we are going to do next. And hehardly ever thanks anyone for what they have achieved or contributed

useful - highly critical and not pleasant to receive, but specific, descriptiveand points clearly to what should be changed. on the more positive side

OR on the positive side:

He seems to sense very early what needs to change, then consultswith people individually before pulling the team together. By that timewe are mostly thinking along similar lines and have had to time tocontribute to the meeting properly. You come away feeling you haveadded something and have been recognized for the role you haveplayed.


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Tips for receiving feedback

Listen to the feedback rather than reacting, rejecting or disputing it.

Clarify if necessary

Sound out others - they may see things differently, but remember

that othersperceptions are, in this context, important data about you

Ask for the feedback youneed, which is not always volunteered. If

it is not specific or very helpful, say so

Decide how you will use the feedback - dont waste it, others

have spent their time and energy trying to help you

Thank people for their feedback - it is often a good idea to sharewith them what you have drawn from the experience and what

changes you intend to take


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The rules for 360o feedback in

each case (EXAMPLE) the purpose here is to support personal development only it is not part ofannual appraisal.

the data is owned by the individual not the Personnel department.

the subject will see the results first with a coach. The results will then be shared

with the line manager.

the Personnel department will look for overall trends but will not use in individualcases (e.g. promotion, references etc.).

each subject will ask for a minimum of 8 respondents, in addition to their line

manager. The subject is asked to do a self assessment.

if you feel you cannot contribute any useful feedback feel free to decline

it is anonymous, but

the more specific and helpful you are in your comments, the easier it will befor the subject to guess who said what use your judgement. What you say

is what they will see.

subjects are told they must not go around trying to find out who said what.

do not make malicious or potentially libellous comments they will be stopped

and investigated.


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The 360o feedback process:sample summary

You will receive an email inviting feedback. It will be headed:

Acme 360 degree feedback PLEASE DO NOT DELETE

Open the e-mail and click the link to the feedback form.

Be ready with the user name and password to access the system.

Save the form regularly (every 5 minutes) to avoid loss of any material. Click the

Save button. You can leave and return to the form when it suits, but make sure you do NOT

delete the email this contains the necessary link and password.

When you have answered all the questions click Complete and return.

This will check that you have not missed any questions. If you have you will be

shown a list of those questions and asked to complete them, if only with Dont

Know. There are text boxes available for each section. Please use these for specific

examples and feedback.

The deadline for completion is and you will receive reminders if you

have not fully completed the form.

If you have any difficulties call TPMG on 07963 303169

Thank you very much for your participation


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Feedback Form: top


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Feedback Form:

main body with

Save options at each

section


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Feedback Form:summary comments

Complete and return

when form ready for

return.


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Feedback Form:

has been saved and

now In progress and

awaiting completion


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Feedback Form:

user has clickedComplete and return.

This reveals a list of

unanswered questions

and the user is

prompted to address

them. Each item is a

link to the relevant partof the form.


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Feedback Form: now complete,

all questions answered,

Complete and return has been

clicked.


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Results: summary chart

showing scores at cluster levelas chart and table.


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Results: top 5 and bottom 5 items

for the individual, according toaverage scores from respondents.


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Results:

list of significant differences

between Self and Line Managers

perceptions;

and

list of significant differences

between Importance &

Performance.


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Results: summary

chart showing gaps

between Importance

and Performances at

cluster level as chart

and table.


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Results: comparing the

individuals scores with the range

of scores from others in the

group.


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Results: detailed results at

statement level.


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Results: detailed results at

statement level.

Comments for each Competency

shown at end of section. May

show some merger of comments

from small respondent groups.


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Results: final comments grouped by

respondent category.


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Results: final comments grouped by

respondent category.


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Results: List of people

invited to give feedback


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The feedback questionnaire is there to help & guide you, notcontrol you use it to say what you think is important and useful

Think about the 2 or 3 key messages that you want to convey

use the tool to do it What you say is what theyll see!

Save regularly every 5 minutes

System live on DATE deadline DATE

(As appropriate in each project) Its NOT an appraisal its notpart of the subjects Personnel Record

Call us if any problem on: 07963 303169

Briefing: final thoughts

360 degree feedback - sample briefing material

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