sales view 360 interpretation - envisia learning · understanding and interpreting sales view 360...
TRANSCRIPT
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Understanding and Interpreting Sales View 360
Kenneth M. Nowack, Ph.D.
3435 Ocean Park Blvd, Suite 203 ♦ Santa Monica, CA 90405
(310) 452-5130 ♦ (310) 450-0548 Fax
www.envisialearning.com
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Sales View 360Presentation Outline
� Sales View 360 Online Process
� Understanding and Using Your Sales View 360 Results
� Translating Awareness into Behavior Change: Talent Accelerator
� Next Steps/Questions
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Sales View 360
Online Process
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� Sales View 360 is a comprehensive 360-degree feedback tool for rigorous, in-depth report of strengths and developmental needs aimed at sales and account representatives
� Sales View 360 is ideal for use in sales coaching and training programs, and to support the developmental section of corporate performance evaluation systems
What is Sales View 360?
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Sales View 360
Online Process
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Email Participant Invitation
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Nominating Raters
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Online Assessment
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Editing and Submitting Completed Assessment
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Interpreting Your
Sales View 360 Feedback Report
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Emotional Reactions to Feedback: GRASP Model
Grin or Grimace
Recognize or Reject
Act or Accept
Strategize &
Partner
Emotional Reaction
Cognitive Reaction
Commitment Reaction
Behavioral Reaction
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Sales View 36013 Competencies/52 Questions
Sales
� Consultative Sales Orientation
� Service Focus
� Sales Planning/Territory Management
Intrapersonal Leadership
� Achievement Striving
� Adaptability/Resilience
� Problem Solving
� Self-Development
Interpersonal Leadership
� Enabling Trust
� Demonstrating Trust
� Conflict Resolution
� Influence/Negotiation
� Listening
� Oral/Written Communication
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� Measures 13 Competencies/52 Questions:
� Sales
� Interpersonal
� Intrapersonal
� Online Administration
� Reliable and Valid Scales
� Comprehensive Summary Feedback Report
Sales View 360 Features
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� Sales View 360 Competency Definitions and Conceptual Model
� Self-Awareness/Social Awareness Comparison Graphs
� Overall Competency Graphs (self and other comparisons)
� Most Frequent/Least Frequent Behavior Summary� Summary of Average Scores by Rater Category with
Statistical Measure of Rater Agreement� Written Comments by Raters
� Developmental Action Plan
Sales View 360 Report
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KEY POINTS
� All raters are anonymous except for the “manager”
� Online administration uses passwords to protect confidentiality (Internet administration)
� No line or bar graphs are shown unless at least two raters respond in a rater category (anonymity protection)
� The summary feedback report is shared only with the respondent and is intended for development purposes only
� The respondent decides how much of the summary feedback report he/she wants to share with others
Confidentiality of the 360 Feedback Process
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Self-Other Perceptions: What Are Others Really Rating?
PEERS
REPORTS
BOSS Performance
Interpersonal
Factors
Leadership
Potential
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� Self-Other Comparisons
� Graphical Comparisons “Johari Window”
� Most and Least Frequently Observed Behaviors
� Summary of Average Scores
� Statistical Measure of Rater Agreement
� Written Comments
Sales View 360 Feedback Report Components
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Sales View 360
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KEY POINTS
� Sale View 360 uses average scores based on the 1 to 5 “positive response” frequency scale (Almost never, Infrequently, Sometimes, Frequently, Almost Always)
� The bar graphs summarize self and other perceptions on each of the 13 separate competencies
� The legend to the right of the graph will summarize average score and number of raters for each category
� Range of scores for each rater group are graphed
Sales View 360
Graphs Self-Other Perceptions
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Sales View 360
Graphs Self-Other Perceptions
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Sales View 360 provides a snapshot of
self/social awareness in a series of graphs
highlighting four areas:
1. Potential Strengths (Low Self Ratings & High Other Ratings)
2. Confirmed Strengths (High Self Ratings & High Other Ratings)
3. Potential Development Areas (High Self Ratings & Low Other Ratings)
4. Confirmed Development Areas (Low Self Ratings & Low Other Ratings)
Sales View 360
Awareness View Section
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Sales View 360Self-Awareness View
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Sale View 360
Self-Other Perceptions
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KEY POINTS
� The “Most Frequent” section and “Least Frequent”section summarizes those competencies and behaviors that were most frequently/least frequently observed by various rater groups
� The number in the first column corresponds to the average score for all raters providing feedback (1 to 5 scale)
� The “Most Frequent” should be considered as perceived strengths to leverage and build on
� The “Least Frequent” should be considered as possible behaviors to practice more frequently
Sales View 360Most Frequent/Least Frequent Section
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KEY POINTS
� Each Sales View 360 question is summarized and categorized in its appropriate competency
� Average scores across all raters are reported for each competency and question
� A statistical measure of rater agreement based on the standard deviation is reported as a percentage—a score less than 50% suggests that the raters providing feedback had enough disagreement to warrant a cautious interpretation of the average score reported (e.g., raters had diverse perceptions and rated the participant quite differently on that question or competency)
Sales View 360Behavior Summary
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KEY POINTS� Three open ended comments: Doing More, Doing Less,
Doing Differently
� Comments are randomly listed by all raters who volunteered to share written perceptions to two open-ended questions (perceptions of strengths and development areas)
� Comments are provided verbatim from the online questionnaire—no editing
� Some comments are specific, behavioral and constructive—others may be less useful or hard to understand
� It is important to focus on themes that emerge, rather than, to dwell on any one individual comment
Sales View 360Written Comments Section
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Sales View 360Feedback Report Questions to Consider
� Do I understand my Sales View 360 feedback
report?
� Does it seem accurate/valid?
� Is the feedback similar or different for the
different rater groups?
� Are the areas perceived by others for
development relevant to my current or future
position?
� Am I motivated to change?
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Sales View 360: Next Steps
� Review your Sales 360 feedback report
� Thank your invited raters and share something you learned from their feedback
� Use Talent Accelerator to identify specific developmental goals & draft a development plan
� Meet with your manager to discuss your plan
� Implement your development plan
� Track and monitor progress
� Measure progress on the development plan using the ViewSuite Pulse mini-evaluation
� Re-assess Sales View 360 in 12-24 months
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Conscious Conscious
IncompetenceIncompetenceConscious Conscious
CompetenceCompetence
Unconscious Unconscious
IncompetenceIncompetenceUnconscious Unconscious
CompetenceCompetence
Talent Accelerator Behavior Change Model
Feedback from
Assessments
Talent
Accelerator and
Coaching and Pulse Mini-360
Evaluation
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� Development Resource Library: Comprehensive source of readings, websites, media, and suggestions to facilitate your development
� Feedback Reports: Electronic copy of your assessment summary report.
� Development Suggestions: Tips and developmental suggestions and tips to enhance your effectiveness
� Development Journal: Opportunity for participants to maintain a confidential journal to reflect on their reactions and feelings about his/her developmental journey.
� Development Planning “Wizard”: Walks you through your assessment and provide a structured way to select developmental competencies
� Automated Reminders: Select how often you want the system to send you reminders about due dates on your development plan (Preference Tab).
Components of the Talent Accelerator
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� Users are sent an email with a unique username/password to allow access to Talent Accelerator
� Access to Talent Accelerator is for a 12-month period
� Upon log in users will have an electronic copy of his/her assessment report and begin to use the development “wizard” to identify one or more competency areas to focus on those behaviors that are most important
� At any time users can access the Competency Resource Library to find readings, articles, websites, developmental suggestions, media, blogs, podcasts and other resources targeted to the specific developmental areas of interest
� Once the developmental action plans are finalized, users can go in Talent Accelerator and update progress and set new goals
Talent Accelerator Process
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Description
� Is not a reassessment of the initial 360 feedback assessment
� Provides a metric of actual behavior change
� Provides coaches and organizations with a tool to demonstrate the value of their 360 degree and coaching interventions
View Suite 360 Pulse Mini-360 Survey Evaluation
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View Suite 360 Pulse Online Evaluation Report
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360° Feedback Selected References
� Nowack, K. (2009). Leveraging 360 feedback to facilitate successful behavior change. Consulting Psychology: Practice and Research, 61, 280-297.
� Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March 2005.
� Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, Jossey-Bass, Inc., pp.34-46.
� Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360-degree feedback intervention. Training and Development, 53, 48-53.
� Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC.,
� Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, 69-79.
� Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, 28-32.
� Nowack, K. (1997). Congruence between self and other ratings and assessment center performance.Journal of Social Behavior & Personality, 12, 145-166
� Nowack, K. (1994). The secrets of succession. Training & Development, 48, 49-54
� Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, 69-72
� Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3, 141-155.