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Competency Based Feedback System

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Business and Performance Review

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Chandramowly

Companies using 360 degree performance appraisals

Bellcore International Ltd(1998)

Johnson & Johnson Ltd(1980s)

Praxair 1996

Xerox (1980s)

IBM (1980)

Bell Atlantic (1980)

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MULTI-SOURCE - MULTI-RATER : VOICES

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Peers and direct reports: will see how things are going

PLUS

Supervisor: will see what is being done

The 360 provides a way to integrate the two views

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What is 360 Degree Feedback ??

360-degree feedback is defined as “The systematic collection and feedback of performance data on an individual or group derived from a number of stakeholders in their performance”.

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To facilitate the implementation of a professional To facilitate the implementation of a professional development plandevelopment plan

To identify skill strengths development needs to To identify skill strengths development needs to enhance job performance enhance job performance

To provide participants with feedback and To provide participants with feedback and developmental recommendationsdevelopmental recommendations

360-Degree Process Objectives

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360 Feedback Process

Participant

Respondent

1. Jointly Selects Raters

2. Fills out name

3. Attends Feedback Review

1. Jointly Selects Raters

2. Fills out name

3. Attends Feedback Review

1. Receives Questionnaire

2. Fills out Survey (submit)

1. Receives Questionnaire

2. Fills out Survey (submit)

Manager1. Receives Report

2. Hold Feedback Review

3. Create Improvement Plan

1. Receives Report

2. Hold Feedback Review

3. Create Improvement Plan

1. Receives Reports

2. Tracks for Filled KLFS

3. Generates Reports

4. Shares it with HOD

1. Receives Reports

2. Tracks for Filled KLFS

3. Generates Reports

4. Shares it with HOD

Admin

HR

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Chandramowly

Some Advantages

New way of addressing performance issue

Feel of fair treatment

Offloading full burden of subordinate assessment

Qualifiable data projecting blind spots

Reinforced Corporate Culture

Instilling value of individual respect /working relationship

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Chandramowly

Some Observations

Time consuming and expensive

SARAH Reaction

Counter Productive if the scope is not defined

Reflection of personal likes and dislikes

Feedback providing skills and its effect

Feedback given normally but Development actions not taken

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Chandramowly

What Is a Goal?What Is a Goal?

A goal is an end toward which effort is directed

Example:

Increase market share for product YYY

from 20% to 30%

by Q4 2009

A goal should contain:

An accomplishmentto be achieved

The accomplishmentstated in measurableterms

A specific time frame for completion

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Chandramowly

Group Core Competency Clusters

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•PURPOSE

Managing Vision and Purpose &

Stake Holder Delight Consistent Goal Achievement and Result

LeadershipBusiness Acumen and Intelligent Risk takingValues, Integrity and Ethics Strategic Agility / Forward outlookCost Management

Customer satisfaction (internal & external)

Corporate Social and Environmental Responsibility

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•PROCESS

Managing

Through Systems

Adapting to Change and New TechnologyKnowledge Sharing and ManagementDecision Quality and speedTQM and Quality Minded ApproachManaging and Measuring PerformanceResearch Orientation, developing new methodsTime management - Planning and PrioritisationSystems Thinking - ability to see the parts and the whole

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•PEOPLE

People Excellen

ce

Delegation and Empowerment

People development, training, coaching and Mentoring

Managing Succession Planning

Team playing and Team Building

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•PERSON

Personal Effectivene

ss & Execution

Innovation and CreativityCommitment and AccountabilityEmotional IntelligenceInterpersonal skills and EqualityCommunicationFunctional and Technical skillsForward looking and OptimismAction Orientation and Persistence Eliminating performance barriersProblem Solving Win Win NegotiationEmployee Engagement

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Chandramowly

EASYEASY AVERAGEAVERAGE DIFFICULTDIFFICULT

DIFFICULTDIFFICULT

Process Management, Boss RelationshipIndividual value add

People DevelopmentPersonal Learning, Managing Diversity

Integrity / TrustMotivating others, Work Life Balance, Understanding others

AVERAGEAVERAGE

Problem Solving TQM, Business Acumen, Time Management

Conflict ManagementPeer Relationship

People Excellence Building Team s irit

EASYEASY

Customer Focus , Presentation skills, Technical learning Decision Making

Interpersonal Savvy, Patience,Listening

ComposureAction oriented, Political Savvy, Standing Alone

DEVELOPMENTA

SSES

SMEN

T

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Improvement in performance is most likely to occur when:

Feedback indicates change is necessary

Recipients perceive a need to change behavior

Recipients react positively to feedback

Recipients believe change is feasible

Recipients set appropriate goals to change behavior

Recipients take specific developmental actions

Smither, J., London, M., & Reilly, R. (2005). Does performance improve following multisource feedback? A theoretical

model, meta-analysis and review of empirical findings. Personnel Psychology, 58, 33-66

Does 360-Degree Feedback Result in Improved Performance?

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Habits are Hard to Change

NEW YEARS RESOLUTIONS: 25% abandon new behaviors after 15 weeks; 60% make the same resolution the next year

WEIGHT LOSS: 95% of those who lose weight regain it back within 2 years

SMOKING: Only 13-14% are abstinent 6 to 12 months after quitting ALCOHOL: 90% of those treated have a drink within 3 months; 50%

return to pre-drinking levels within a year Leadership Change: A recent meta-analysis of 26 longitudinal

studies indicate significant but small effect sizes suggesting that is unrealistic to expect large performance improvement after people receive performance feedback

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Development Process

Position Position ProfileProfileKarle Competencies (L/F)Karle Competencies (L/F)Karle ValuesKarle Values

Person Person ProfileProfileKarle Competencies (L/F)Karle Competencies (L/F)Karle ValuesKarle Values

Compare

Match Gap

Improved Competencies for Job Performance >

Better Results

Identify Needs

Development PlanAssignmentsCoaching - MentoringSelf Dev TipsTraining

FEEDBACK

MONITORINGLEARNEDCHANGEED BEHAVIOIIUR

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KNOWN TO ME UN-KNOWN TO ME

KNO

WN

TO O

THER

SUN

KNO

WN

TO O

THER

S

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KNOWN TO ME UN-KNOWN TO ME

KNO

WN

TO O

THER

SUN

KNO

WN

TO O

THER

S

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Self-Self-AwarenessAwareness

SocialSocialAwarenessAwareness

Social SkillsSocial SkillsSelf-Self-ManagementManagement

• Emotional Self-Awareness• Accurate Self-Assessment• Self-Confidence

• Empathy• Organizational Awareness• Service Orientation

• Self-Control• Trustworthiness• Conscientiousness• Adaptability• Achievement Orientation• Initiative

• Developing Others• Leadership• Influence• Communication• Change Catalyst• Conflict Management• Building Bonds• Teamwork & Collaboration

Goleman Emotional Intelligence Model

http://www.eiconsortium.org

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OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers

NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers

Workforce 2010The Changing Career Paradigms

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Competency Model Tic-Tac-Toe

1. Review Organizational Strategic Map.

2. Name two Competencies that will help achieve a Goal.

3. Define two behaviors for each Competency.

4. Validate the desired target (1 to 5)

1. Assume behavior is below target

5. Identify ways to improve your Gap

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360 Implementation Model

ObjectivesObjectives

ValidateCompetencies

DataCollectionProcess

ManagementReview

Feedback &Coaching

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STRENGTHS

Performance Areas To Target for Greater Utilization

AREAS FOR IMPROVEMENT

Performance Areas To Target for Improvement

What Feedback Receivers Learn:

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Summary Questions

What are one or two practices that make this person effective in his or her role at the oganisation? Sight an Example

Describe any changes you believe are important for this person to work more effectively with you.

Are there any other comments that would be helpful?

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Identify feedback criteria

Orientation for participants

Subjects select respondents

Conduct survey

create reports Review feedback and meet

with Superisor

Developmental dialogue with

manager and others•Implement Plan•Measure Results•Re-assess

The 360 ProcessThe 360 Process

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What Do We Measure?

Observable Values and behaviors based on competencies identified

for

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• Develops an awareness of the impact that his or her actions have on others.

• Validates self-perceptions of strengths and weaknesses.

• Provides information for professional development.

How does 360 benefit the feedback receiver?

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2 Theories

A significant gap between self-ratings and ratings from others can cause psychological dissonance. When this happens, people are motivated to reduce this gap and feel assonant again.

When people detect discrepancies between their goals and their behavior, they are likely to take actions to reduce the discrepancies

Cognitive Dissonance Theory (Festinger, 1957),

Control Theory (Carter & Schneier,

1981,1982),.