best practices for 360 feedback projects
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Best Practices in 360 Feedback
The Challenge of Doing it Right
Audio - 760/569-0800 Access code - 776274#
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360º Feedback Best Practices
Panel of Experts
• Mark Spool• Rogene Baxter
• Rick Stamm• Susan Stamm
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Is Your Organization
Ready for 360?
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Readiness for FeedbackA recent reorganizationUnfamiliarity with 360Climate of MistrustInexperience giving & receiving feedbackFear, rumors, urban legends
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360º Feedback Best Practices
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Goal: Develop a culture of Feedback
Don’t rush itUse a Readiness SurveyEducate organization- how usedUse 360 only for development
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Readiness Survey
Surfaces concernsClears up false informationTarget educationSurvey itself is an intervention
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Readiness Categories
Feedback ClimateAwareness and AcceptanceFeedback PracticesDevelopment Practices
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Pilot 360 Programs
Begin at the top Executives role model how to receive feedbackShould never target problem performers!Should be visible
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Orientations
Make a huge difference in readiness, quality of data, participationOffer to both subjects and ratersProvide ways for everyone to get the information
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360º Feedback Best Practices
Design With End in Mind
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Upfront PlanningReason for doing the 360Who is involved and their roleWho sees the resultsQuestionnaireCommunicationsFormat of report Delivery of resultsAccountability
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Who Sees the Results
Recipient (ratee) alone? Boss? HR?
Pros and Cons
Depends on culture and use
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Questionnaire
Items – competencies, behaviors, length
Rating scale & open-ended questions
Pilot test – understanding, IT issues, time to complete
# of days available to complete
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CommunicationsExplanation of 360 to recipientsNotification of ratersOrientation for recipients and raters
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Delivery of Results
In person or over phoneWho delivers feedbackTiming (when & how long)Next steps
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360º Feedback Best Practices
You’re Invited!
Showcase WebinarTour of two products:
20/20InsightDiSC 363 for Leaders
Mark Your Calendar:Wednesday, April 25
@ Noon ET9AM PT
360 Is Not Just for Problem Performers
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Problem Children Only- Syndrome
Do you think others are unaware?Defines the application for 360Removes the possibility of truly being developmentalWhat if I am nominated?
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Everyone Needs Feedback
✓People actually desire feedback!✓A lack of feedback sends a
message too…
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Level 3 EvaluationKirkpatrick 4 levels of program
evaluationLevel 3 – behavior changeUse 360 for pre-and post-
evaluation of behavior as viewed by stakeholders
ASTD Info-Line
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Succession PlanningIdentify emerging leadersEvaluate organizational roles
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Values Clarification
• Employee alignment with organizational values
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360º Feedback Best Practices
To Norm or Not to Norm?
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What is positive/negative?
Absolute ValuesInternal NormsRelative ScoresTrend ComparisonsExternal Norms
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The Case for External Norms
Determining if something is positive or negativePrioritize action/ resource allocationCompanies feel a need to check themselves to see how they rate to the competition
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The Case Against Norms
Aren’t accurate or comparableAren’t available for itemsHave own standards of excellenceOther ways to know what is positive or negative that are better
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Our Position
External Norms are over-ratedAsk wrong questionsCan lead to complacency
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360º Feedback Best Practices
Use Supplemental
Interviews
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Purpose of 360
To obtain objective and usefulinformation that enables an
individualto improve … better in current job orprepare for next job
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Ratings & Comments may not be enough
Purpose-Supplemental Interviews:Get underneath comments
Determine the most important areas
Find out the impact if not improved
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ConfidentialSample of 3-4 raters (not revealed)About 30-45 minutes over phoneUse probing questionsIdentify themesGet at the “so what” of behavior
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ConductingSupplemental Interviews
360º Feedback Best Practices
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Share at Feedback Session
Reveal themes, not what a person saidLink to the category measuredExplain the “so what”Describe the desired behaviorProvide practical suggestions on how to improve
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Supplemental Interviews
Can add a lot of meaning to the feedback
Can help fuel the motivation to be/do better
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360º Feedback Best Practices
Build in Sustainability for Change
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As You Begin the Process Clarify expectations
Ask for/address concerns: - confidentiality
- how this information will be used Assure objective, observable
feedback
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Let Them Know: Support is Key
Describe the plan for support:
‣ individual development plan
‣ follow-up
‣ coaching
‣ mentoring
‣ training
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Prepare Them for the Report
Discuss with them:How do they receive positive feedback?
How do they hear constructive criticism?
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Integrate ReinforcementChoose one or two areas for
improvementIdentify resources for
development- job aids - books, articles and
blogs- DVDs
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Return on Your Investment
Watch for progress with their development planBe an encouragerFormally evaluate their
plan periodicallyAdjust the plan as neededKeep them accountable
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Best Practices in 360 Feedback
The Challenge of Doing it Right
This presentation brought to you by:20/20Insight and DiSC 363 for Leaders
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