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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),.