using talent accelerator to maximize the impact of 360 degree feedback kenneth m. nowack, ph.d. 3435...
TRANSCRIPT
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Using Talent Accelerator to Maximize the Impact of 360 Degree
Feedback
Kenneth M. Nowack, Ph.D.3435 Ocean Park Blvd, Suite 203 Santa Monica, CA 90405
(310) 452-5130 (310) 295-1059 Fax
www.envisialearning.com
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Who we are…
Envisia Learning is a leader in providing innovative assessment products, services, and other internet based resources that are responsive to the unique needs of consultants and coaches and the individuals they serve throughout the world.
We are committed to building strong, mutually beneficial, and enduring relationships with a focus on providing superior customer service, high-quality products, and excellent price value to our Customers.
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Translating Awareness into Behavior Change
Step 1Assess
360 Assessment
Step 2Reflect/Plan
Talent Accelerator
Step 3Track/Monitor
Coach Accelerator
Step 4Evaluate
ProgressPulse
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Atwater and colleagues found that improvement following an upward feedback intervention only resulted for 50% of the supervisors who received it.
Atwater,L., Waldman, D., & Cartier. (2000). An upward feedback field experiment. Supervisor’s cynicism, follow-up and commitment to subordinates. Personnel Psychology, 53, 275-297
Does 360o Feedback Result in Improved Performance?
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A recent meta-analysis of 26 longitudinal studies indicate significant but small effect sizes suggesting that it is unrealistic to expect large performance improvement after people receive 360-degree feedback
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 360o Feedback Result in Improved Performance?
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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 360-feedback studies indicates significant but small effect sizes suggesting that it is unrealistic to expect large performance improvement after people receive feedback
Habits are Hard to Change
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The Challenge of Acquiring New Behaviors
Frequently people underestimate the difficulty of sustained behavior change
A key to developing and enhancing new skills is deliberate practice
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Necessary Ingredients for Behavior ChangeMashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It
Enlighten
• Assessment & Feedback Process
• (awareness of ideal self vs real self, strengths and potential development areas)
Encourage
• Readiness to change• (clarification of motivations and
beliefs)• Goal implementation
intentions• (measurable and specific)• Skill building
Enable
• Track & social support to reinforce learning
• Relapse prevention training
• Evaluation• (knowledge acquisition, skill
transfer, impact)
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Mental Practice Facilitates Behavior ChangePascual-Leone (1996) Harvard
Average cortical output maps for the finger flexors of the trained hand in subjects undergoing daily physical versus mental practice of the 5-finger exercise. Note the similarity in output maps with either form of practice.
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Conscious Incompetence
Conscious Competence
Unconscious Incompetence
Unconscious Competence
Coaching and Behavior Change Model
360 Degree Feedback
Talent Accelerator,
Coaching and Mini-360 Evaluation
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Oliver et al. (1997) found that employee coaching increased productivity over and above the effects of a managerial training program (22.4% versus 88.0%)
Thatch (2002) found that 6 weeks of coaching following 360 feedback increased results by 60%
Smither et al., (2003) reported that after receiving 360 feedback, managers who worked with a coach were significantly more likely to set specific goals, solicit ideas for improvement and subsequently received improved performance ratings
Outcomes With 360 Feedback and Coaching
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62% of the respondents reported being dissatisfied or highly dissatisfied with the amount of time their manager spent helping with a development plan
More than 65% expressed strong interest in utilizing an online follow-up tool to measure progress toward behavior change
Rehbine, N. (2006). The impact of 360 degree feedback on leadership development. Unpublished doctoral dissertation.
360 Feedback and Manager Involvement
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Leader as Coach
A 2009 survey of over 2,000 international employees and 60 HR leaders reported that 84% of managers are expected to coach talent but only 52% actually do (39% in Europe)
Only 24% of all leaders are rewarded or recognized for coaching and developing talent
85% of all managers and employees see value in leaders as coaches but 32% of managers reported it takes too much time and interferes with their job
The Coaching Conundrum 2009: Building a coaching culture that drives organizational success. Blessing White Inc. Global Executive Summary
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Talent Accelerator is a web-based professional development tool integrated with Envisia Learning assessments
Talent Accelerator will provide you with a guided process for developmental planning based on “Best Practices” of how people successfully change
The online tool is designed to help translate awareness from all of our assessments into lasting behavior change
Description of Talent Accelerator 2.0
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Educates: Talent Accelerator resource library provides a comprehensive source of over 1,500 readings, websites, media, and suggestions to facilitate your development.
Monitors: Talent Accelerator provides you and your coach and/or manager to track and monitor your development plan progress and easy update through your email.
Coaches: Talent Accelerator sends an email to the individual’s coach and/or manager about development plan progress and the most recent progress update.
Promotes Insight: Talent Accelerator provides an opportunity for participants to reflect on their 360-degree assessment report to summarize strengths and potential development areas.
Teaches: Our development “wizard” will walk you through your 360 report and provide a structured way to allowing you to focus on those competencies that are most important as well as facilitate goal setting.
Reminds: Talent Accelerator sends you weekly reminders about your goal progress.
Components of Talent Accelerator 2.0
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Enlighten: Provide an electronic version of the assessment to help employees review and understand their feedback report
Encourage: Provide a structured process to review the feedback report, ask reflective questions to increase motivation to want to change behavior and to identify one or more areas to focus developmental efforts
Enable: Through the use of monthly reminders and a comprehensive competency resource library, users are able to track and monitor progress on their developmental action plans online and avoid relapse
Translating Awareness into Behavior Change
Enable
Encourage
Enlighten
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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 their assessment report and
begin to use the development “wizard” to identify key competency areas to focus on
Clients can access assessment specific 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 any new coaching goals
Reminders on developmental plan progress will be emailed to your client every 30 days (they can change the preference on this)
Clients can also utilize the Developmental Journal and decide which entries, if any, they wish to have shared with you at the Coach Accelerator site
Talent Accelerator 2.0 Process
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Participant Login and Welcome Page
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Selecting Development Areas
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Examining Your Feedback Report
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Deciding Which Competencies are Important
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Selecting Development Areas
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Setting Development Goals
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Defining a Developmental Goal Using Our Suggestions
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Defining a Developmental Goal Using Your Own Suggestion
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Taking Ownership of Your Developmental Goal: From Goal Intentions to Implementation Intentions
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Selecting Resources to Support Your Goal:Using Our Competency Based Library and Most Popular Resources
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Selecting Development Areas
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Selecting Development Areas
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Tracking Development Progress
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Content is maintained and updated weekly by a human resources staff member
Industry specific competency libraries (e.g., healthcare, sales)
Resource categories include:• Books• Websites/Blogs• Audio• Video• Articles• Workshops/Seminars
Competency Based Resource Library
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Competency Based Resource Library
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Example Content from Our Resource Library
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Example Content from Our Resource Library
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Selecting “Coaches” To Help Support the Development Plan
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Talent Accelerator sends out a reminder email every week asking participants about their progress and reminding them of their goals
Research suggests that implementation intentions coupled with reminders result in greater behavior change
Sheer an, P. et al. (2005). The interplay between goal intentions and implementation intentions. Personality & Social Psychology Bulletin, 31, 87-97
Prestwich, A. et al. (2010). Can implementation intentions and text messages promote brisk walking: A randomized trial. Health Psychology, 29-40-49.
Talent Accelerator Reminders to Facilitate Behavior Change
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Settings/Preferences
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Help and Support
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• Access to all assessments of your client (PDF) including those of other vendors that can be uploaded
• Access to the competency based Resource Library integrated with each assessment of ours that you are using with your client
• Ability to track and monitor client’s progress on their development plan (goals and tasks/activities)
• Ability to provide comments and feedback directly to your client through the Coach Accelerator site
• Confidential “Coaching Notes” to enable you to create and maintain your professional notes about each client session
• Accountability/Usage report to measure development plan creation and implementation to demonstrate ROI
• Ability to release the ProgressPulse mini-evaluation to clients to measure development plan effectiveness
• No additional cost to utilize the Coach Accelerator tool
Coach Accelerator Site and Features
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Coach Accelerator -- Tracking Participant Progress
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Coach Accelerator -- Participant Goals
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Coach Accelerator -- Participant Tasks/Activities
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Coach Accelerator -- Confidential Coaching Notes
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Coach Accelerator – Talent Development Summary
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Coach Accelerator – Usage Report
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Provide individual coaching to assist in interpreting and using the 360 feedback results
Hold participant and manager accountable to create and implement a professional development plan
Track and monitor progress on the completion of the development plan
Link the 360 intervention to a human resources performance management process
Use 360 tools with sound psychometric properties
Target competencies for 360 feedback interventions that are related to strategic business needsNowack, 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
Envisia 360 Feedback Study “Best Practices”
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Percentage Initiating and Completing Development Plans
360 Feedback Alone < 5%
360 Feedback and Talent Accelerator
10% to 15%
Coaching, Talent Accelerator and Manager
Follow-Up
> 75%
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Translating Awareness into Behavior Change
Step 1Assess
360 Assessment
Step 2Reflect/Plan
Talent Accelerator
Step 3Track/Monitor
Coach Accelerator
Step 4Evaluate
ProgressPulse
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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
ProgressPulse Goal Evaluation
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ProgressPulse Goal Evaluation
Research suggests that 360-degree feedback results in significant change in behavior but the effect sizes are modest
To leverage the impact of 360-degree feedback participants must translate insight into behaviors focused on strengths or potential development areas
The use of mini evaluations can be valuable to evaluate the impact of 360-feedback action plansNowack, K. (2010). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change. Consulting Psychology Journal: Practice and Research 61, 280-297
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Research on 8,208 leaders over 18 months following 360 feedback with follow up with direct reports and others shows the importance of follow-up and evaluation:
Managers who were seen as responding but doing no follow-up were perceived had the highest percentage of managers who were seen as getting worse (21%)
53% of the responsive leaders who did not follow-up were rated as unchanged or less effective
66% of the leaders who did “a little follow-up” showed improvement
95% of the leaders who did “a lot of follow-up” were rated as dramatically improved
ProgressPulse Goal Evaluation
Goldsmith, M. (2006).The Impact of Direct Report Feedback and Follow-Up on Leadership. Unpublished manuscript. www.marshallgoldsmith.com/articles
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ProgressPulse Evaluation—Summarizing Goals
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ProgressPulse Rater Nomination
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ProgressPulse Evaluation Scale
-2 = Much Less Effective -1 = Slightly Less than Effective 0 = Unchanged 1 = Slightly More Effective 2 = Much More Effective
NA = Not Applicable or Observable
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ProgressPulse Rater Evaluation
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ProgressPulse Report
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Coach Accelerator Login
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Coach Accelerator to Release Client Reports
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Coach Accelerator Tracking Progress
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Coach Accelerator Private Notes
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Some evidence that facilitated feedback enhances successful behavior change Seifert & Yukl, 2003; Nowack, 2005
Some evidence that coaching coupled with 360 feedback can facilitate behavior changeSmither, J. et al. (2003). "Can working with an executive coach improve multisource feedback ratings over time? A quasi-experimental field study." Personnel Psychology, 56, 23-44
Some limited evidence that use of an online development planning system and competency based resource center can facilitate behavior change with managerial involvementRehbine, 2006; Nowack, 2009
Maximizing the Impact of 360 Feedback
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360° Feedback Selected References Nowack, K. & Mashihi, S. (2012). Evidence Based Answers to Ten Questions about Leveraging 360-
Degree Feedback. Paper presented at the SIOP Conference, San Diego, CA. Mashihi, S. & Nowack, K. (2011). Clueless: Coaching People Who Just Don’t Get It. Envisia Learning,
Santa Monica, CA. Nowack, K. (2009). Leveraging Multirater Feedback to Facilitate Successful Behavioral Change.
Consulting Psychology Journal: Practice and Research, 61, 280-297 Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, 40-42 Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.),
Intervention: 50 Performance Technology Tools, San Francisco, 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.