all the way round 360 degree feedback september 2011

All the way round 360 degree feedback

by Toronto Training and HR

September 2011

Contents3-4 Introduction to Toronto Training and HR5-6 Definitions7-8 Who does the rating?9-10 Benefits of 360 degree feedback11-12 Drawbacks of 360 degree feedback13-15 Impact and uses of 360 degree feedback16-18 What does it measure?19-22 Overcoming employee concerns23-25 Common mistakes26-29 Evaluating a 360 degree feedback

instrument30-32 Facilitating feedback33-34 Importance of vision35-36 Questions to ask37-38 Challenges and possible solutions39-42 360 degree feedback appraisal forms43-48 Introducing 360 degree feedback

appraisals49-50 Steps in the sequence51-54 Case studies55-56 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden

• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR

are:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

Definition

DefinitionHistory

What is 360 degree feedback?

OTHER NAMES

Multi-source feedback systems360 degree evaluations

Who does the rating?

Who does the rating? Yourself Boss Other bosses (previous boss, boss’s own boss etc.) Employees Team members Peers Internal customers External customers Suppliers Friends and family members

Benefits of 360 degree feedback

Benefits of 360 degree feedback

The report provides a more powerful insight into the performance of the personThe appraiser has more evidence to bring to the appraisal discussionThe different perceptions from the other people asked often create a broader debate

Drawbacks of 360 degree feedback

Drawbacks of 360 degree feedback

Some people may be afraid of contributing honestly – for fear of retributionThere is often a lack of management sensitivity when given the additional power

Impact and uses of 360 degree feedback

Impact and uses of 360 degree feedback 1 of 2

IMPACTQuality and quantity of dataCommunicationMotivationRolesThe customer

Impact and uses of 360 degree feedback 2 of 2

USESSelf-development and individual counsellingPart of ‘organized’ training and developmentTeam-buildingPerformance management and appraisalsStrategic or organization developmentValidation of training and other initiativesRemuneration

What does it measure?

What does it measure? 1 of 2

The tendency when assessing individuals to look not just at results achieved – but how they were achieved.The increasing emphasis by organizations on measuring employee opinions on a number of issues, such as communications or morale, achievement of corporate standards of behaviour or values.The use of external measures by organizations to assess how others see them from outside, typically using market research or other forms of survey to assess customer satisfaction. Some asking for similar feedback from their suppliers.

What does it measure? 2 of 2

The assessment of teams and departments by looking at what happens within the group-communication and decision-making processes. This data is coupled with the views of internal customers and others on team quality and service.The increasing use of business excellence models as part of total quality movement and the need to have more precise, data-focused ways of measuring them.

Overcoming employee concerns

Overcoming employee concerns 1 of 3

Issues of confidentiality are clearly communicated, detailing who will have access to the data and for what purposeIt is clearly stated how feedback will be given and by whomThe process for identifying respondents is clearly set out with recipients having some opportunity to inputSufficient time is allowed to pilot the process and to consult with individuals and employee groups on both the design and implementation of the process


Both recipients and respondents are adequately briefed on the process, how to complete the relevant forms and the aims and objectives of the exerciseAdequate opportunity is given for people to comment and raise their concernsPeople are not forced or coerced to take part by managersFeedback is never attributed to an individual


Feedback reports and developments plans are kept secure and data protection rules are obeyedThe process is constantly monitored and evaluated, with all concerns acted on and any changes adequately communicated

Common mistakes

Common mistakes 1 of 2

Having no clear purposeUsing it as a substituteNot conducting a pilot testNot involving key stakeholdersHaving insufficient communicationCompromising confidentialityNot making clear the feedback’s useNot giving people sufficient resourcesNot clarifying who “owns” the feedback

Common mistakes 2 of 2

Having “unfriendly” administration and scoringLinking to existing systems without a pilotMaking it an event rather than a processNot evaluating effectiveness

Evaluating a 360 degree feedback

instrument

Evaluating a 360 degree feedback instrument 1 of 3

Find out what is availableCollect a complete set of materialsCompare your intended use to instrument characteristicsExamine the feedback scalesFamiliarize yourself with the instrument-development processLearn how items and feedback scales were developed


Find out how consistent scores tend to beAssess basic aspects of validity-does the instrument measure what it claims to measure?Think about face validityExamine the response scaleEvaluate the feedback displayUnderstand how breakout of rater responses is handled


Learn what strategies are used to facilitate interpretation of scoresLook for development and support materialsCompare cost-value for the priceConsider length a minor issue

Facilitating feedback

Facilitating feedback 1 of 2

PreparationExplain purpose of feedbackExplain facilitator’s roleExplain the purpose of the sessionAgree a timescaleIntroductory commentsClarify responsibilityGive adviceAvoid generalities

Facilitating feedback 2 of 2

Focus on prioritiesSeek clarificationHandle conflictDon’t forget the good newsThe high performersKnow when to stop

Action planningDevelopment planning

Importance of vision

Importance of vision

Get a vision testGain a new respectLeverage (or build) your networkLearn the craftBeware of identity trapsConstantly communicateStep up to the plate

Questions to ask

Questions to askWhat is the purpose of the process? Who is targeted by the process? Is participation voluntary? Who selects the raters? Are ratings anonymous? Who evaluates? Who has access to the evaluations?If ratees have access to the information, who facilitates the feedback?How frequently is it administered? Are there developmental linkages?

Challenges and possible solutions

360 degree feedback appraisal forms

360 degree feedback appraisal forms 1 of 2

HEADINGS1. Key skill/capability type (e.g. communications, planning, reporting, creativity and problem solving, etc. - whatever the relevant key skills and capabilities are for the role in question). 2. Skill component/element (e.g. 'active listening and understanding' [within a 'communications' key skill], or 'generates ideas/options' [within a 'creativity/problem solving' key skill]). Five or six suits best and the key skill should be broken down if there are more than six elements - big lists and groups are less easy to work with.


HEADINGS3. Question number (purely for reference and ease of analysis) 4. Specific feedback question (relating to skill component, e.g. does the person take care to listen and understand properly when you/others are speaking to him/her? [for the active listening skill])


HEADINGS5. Tick-box or grade box (ideally a,b,c,d or excellent, good, not good, poor, or rate out of four or six - N.B. clarification and definitions of ratings system to participants and respondents is crucial, especially if analyzing or comparing results within a group, when obviously consistency of interpretation of scoring is important)

Introducing 360 degree feedback appraisals

Introducing 360 degree feedback appraisals 1 of 5

Consider and decide what you need the 360 degree system to achieve. What must it be? How must it work? What difference must it make? Choose/design a system (or system provider), i.e.., research and investigate your options (other local or same-sector companies using 360 already are a helpful reference point, or your trade association HR group, or a specialist HR advisory body such as CIPD in the UK if you are a member).


When you've decided on a system, pilot it with a few people to make sure it does what you expect. (It's best to establish some simple parameters or KPIs by which you can make this assessment, rather than basing success on instinct or subjective views.) When satisfied with the system, launch it via a seminar or workshop, preferably including role-plays and/or practical demonstration.


Check the legal and contractual issues for your situation - privacy, individual choice, acceptable practices and rules, training, data protection, individual rights, adoption guide, etc. (360 degree systems are now well-developed and established. Best practice and good reference case-studies are more widely available than in the early years of 360 feedback development.


Support the implementation with ongoing training, (include an overview in your induction training as well), a written process guide/booklet, and also publish process and standards on your intranet if you have one. Establish review and monitoring responsibility.


Establish review and monitoring responsibility. Ensure any 360 degree appraisal system is introduced and applied from top down, not bottom up, so everyone can see that the CEO is happy to undertake what he/she expects all the other staff to do. As with anything else, if the CEO and board agrees to undertake it first, the system will have much stronger take-up and credibility. If the plan for 360 feedback introduction is likely to be seen as another instrument of executive domination then re-think your plans.

Steps in the sequence

Steps in the sequence

Create a questionnaireSelect the respondentsDistribute the questionnaireAllow time for people to respond and complete their questionnairesGenerate the report from the responses gatheredHand (or preferably discuss) the compiled report to the appraisee

Case study A

Case study B

Conclusion & Questions

Conclusion

SummaryQuestions

all the way round 360 degree feedback september 2011

Business