Coming Full Circle: 360 Feedback

Noel Landuyt, PhD

Institute for Organizational Excellence

University of Texas at Austin’s School of Social Work Research Unit History State of Texas Strategic Plan & Texas Government Research Work in 35 States Employee Engagement Surveys (1/4 Million employees) Customer Surveys (1/2 Million customers of services) Leadership Excellence (360, Collaboration, Supervision)

Service Value Chain

Customer

Employees

Leadership

Agencies

TRUST

Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International

Review of Administrative Sciences.

What is Engagement?

Engagement

Fully Engaged

Passively Engaged

Disengaged

Actively Disengaged

20%

50%

30%

Engagement Matters

Employee Retention/Turnover Knowledge Integration and Information Transfer Burnout Team Work Quality Organizational Induced Learned Helplessness Employee Voice Personal Satisfaction Social and Organizational Capital “Trust” Service Delivery

Why Focus on Leadership?

Intent To LeaveThey do not…    • believe they have a career with this organization.• have a job that meets their expectations.• feel a sense of pride when they tell people where.• feel their efforts count.• think that every employee is valued.• believe their work encourages open and honest communication.• perceive that their ideas and opinions count at work.• think there is a basic trust among employees and supervisors.• their work supports a balance between work and personal life.• Pay

Understanding Two Questions?

What do we know about our leadership abilities?What do others know about our leadership abilities?

Unknown Known

Known

Self

Others

Known v. Unknown

Facade Arena

Unknown Blind Spot

Unknown Known

KnownSe

lf

Others

Moving Towards Known

Facade Arena

Unknown Blind Spot

Unknown Known

KnownSe

lf

Others

Multi‐Rater

Direct Reports

Peer

sSelf

Supervisor

• Strengths and weaknesses in key competencies• A baseline for changes/improvements• Comparisons between the individual and raters• Benchmark comparisons between leaders• Identify training and learning opportunities • Identify future leaders• Platform for employee engagement

Pro’s

• Receiving feedback can be hard• Giving feedback can be hard• Evaluators do not always give constructive feedback • Handling conflicting opinions• Question of feedback as truthful• Intend to act not follow‐up up on

Con’s

What To Do

Introduction

Collection

Consultation

Planning

Action

• Feedback must be anonymous and confidential • Not be used to for salaries or promotions• People with enough experience and interaction• Feedback expert used to interpret the feedback

What To Do: Introduction

What To Do: Collection

• Feedback both written and numerical ratings• Multi‐rater• Catalyst for conversation• Shows willingness to improve

What To Do: Consultation

• Some results need conversation• People won’t act on what that they don’t understand • Explain the scoring and present the results properly• Direct next steps and planning

What To Do: Planning

• Follow‐up is an essential • Reflect on results• Set priorities• Create action plans and timelines• Anticipate barriers

What To Do: Action• Act on the plan• Bring back to employees• Reassess in 6‐9 months

Service Value Chain

Customer

Employees

Leadership

Agencies

TRUST

Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International

Review of Administrative Sciences.

Linking Leadership to Employee Attitudes

Thank You!www.survey.utexas.edu

Noel Landuyt, PhDnlanduyt@austin.utexas.edu