360 degree feedback (1)

7/29/2019 360 Degree Feedback (1)

1/46

360-DEGREE FEEDBACK


2/46

Background Contemporary 360-degree methods have roots as early as the 1940s

360-degree performance appraisal has historical roots within a

military context.

During the 1950s and 1960s this trend continued in the United Stateswithin the Military service academies.

At the United States Naval Academy at Annapolis, the midshipmen

used a multi-source process called peer grease to evaluate the

leadership skills of their classmates.

During the 1960s and 1970s, organizations like Bank of America,

United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA

experimented with multi-source feedback in a variety of measurement

situations.


3/46

What is 360-degree feedback?

A gift - a chance

to see ourselves

as others see us


4/46

The Concept


5/46

360-Degree Feedback

Provides performance data from multiple points

of reference

Like a compass, it is a navigational tool

More powerful, reliable and accurate as

compared to traditional, single source feedback

processes


6/46

The feedback tends to not only be more

balanced, but harder to dismiss due to its'

broader range of input

360 feedback answers three basic questions:

Why should I improve my performance?

What do I need to improve?

How can I improve?

360-Degree Feedback


7/46

Behaviour & Results

Poor job fit?

New to job?

Lacks technical

skills?

The Keepers

What are you doing to

retain them?

How much longer can

you carry them?

Development?

Why is this group so hard

to deal with?

Results

(what)

Behaviour

(how)


8/46

FORMAL INFORMAL

Courses

Education

Distance Learning

Coaching

360-Feedback

Mentoring

Job Enrichment

Job Rotation

Job Transfer

Individual & Team

Assignments

Teaching Others

Networking

Style Assessments

TRAINING

EXPERIENCE

Options For Development


9/46

ExternalColleagues/CustomersPerception

InternalColleagues /

PeersPerception

Direct ReportsPerception

ManagersPerception

Strengths anddevelopmentopportunities

How leadershipbehaviour impacts

on others

Performance againstbusiness

competencies

Comparison of selfperceptions againstthose of others

Feedback Input & ReportOutputs

360 D F db k


10/46

360 Degree Feedback:

What is and isnt it?

Combining meaningful observations fromothers in the form of feedback.

It is multi-directional.

It is also self assessment.

Other names

Multi-rater feedback

Multi-source feedback Full-circle appraisal

Group performance review


11/46

360-Degree Feedback

Provides well rounded feedback. It is not just feedback

from the supervisor.

Reduces opportunity for the halo or horn affect.

Helps team members work more effectively together.

A great way to understand organizational needs.

Helps identify developmental needs.

IS NOT AN EVALUATION


12/46

So, why do it?

Because without feedback:

How would we know if we need to

change?

How do we know if our team is truly

effective?

It is difficult to assess the quality ofleadership.


13/46

Not just a performance system

360-degree feedback should be

regarded as an organizational process

rather than a mechanical tool.


14/46

How its being used .

Leadership development programs.

Voluntary feedback Team assessments

Organisational Change

Assessment of training needs Assist performance management


15/46

What does it measure?

Self Development

Communication Skills

Emotional Intelligence

Personal Effectiveness

Creative/ Innovative

Thinking

Leader People Managing Teams

Presenting Information

Influencing Others

The skills and behaviours we expect of our Leaders/

managers.

These could include: Managing and Leading

Change

Commercial Awareness Coaching and Developing

Others

Building Relationships

Strategic Thinking

Developing the Organisation

Managing Performance

Business Skills

Personal Brand


16/46

Four Kinds of Feedback

Known areas of strength.

New areas of strength. Known areas for development.

New areas for development.


17/46

Benefits

For the organisation:

Promotes constructive feedback and open

communication

Develops a culture of continuous performanceimprovement

Builds leadership/ managerial capability

Embeds values and expected working competencies Can be a powerful trigger for change

Provides feedback about leadership and

management strength


18/46

Benefits

For the individual:

Increased self-awareness

Discovering the blind spots

Understanding the strengths and opportunities for

development

Taking ownership and control of own development

Helps managers to know how to get it right

Pitf ll


19/46

Pitfalls

When used in lieu of performance management,

When laid on supervisors ..

When requested of skeptical employees, ..

When not connected to organizational or leadership

strategy, .

When respondents dont know how to provide constructive

feedback, ..

When there is insufficient information, ..

When the focus is on the negative,

When there is workplace overload, ..

When implemented as fad without systemic support .

When there is unethical behaviour in the organisation.


20/46

A typical feedback process

Setup Development

Orientation Reassessment

Assessment Interpretation & Planning

Scoring and Reporting


21/46

Step 2 Provider:

Invites responders

Collates feedback Chases poor

responders

Produces report

How does it work?

Step 1 Participant:

Identifies who theywant feedback from

Completes a Self

Report

Step 3 Participant:

Receives report 4weeks later

ReviewsFeedback, drawsconclusions andproduces aDevelopment Plan


22/46

Strategies for Success

Don't force it on people

Explain what it is, what it does, how it's used, and its'

benefits to all concerned, continually

Emphasize confidentiality

Disconnect it from any compensation decisions (raises,bonuses, etc.) - make it developmental

Provide information on its purpose and process to

assessors

Conduct structured feedback workshops for feedbackrecipients

Spend time with those people having difficulty with their

feedback


23/46

Strategies for Success (Contd)

Know the instrument you're using thoroughly Provide seamless coordination and support for

distributing and collecting the assessment instruments

Be trained in how to facilitate a 360 process. There'smore to it than meets the eye.

Align your 360 process with the organization's culture,

procedures, and practices. Support and reinforce it.

Make sure your vendor provides back-up support in case

problems occur with the instruments or the process


24/46

Summary

If implemented with care and training, 360

degree feedback can be a powerful tool in

performance management.

It can greatly aid in promoting individual and

organizational growth.

If done haphazardly, this form of feedback

can be a disaster, taking years to recover.


25/46

Can I Do 270 Degree

Feedback?

Yes, you can ask for feedback in selected

areas without hurting the integrity of the

360 degree principle.


26/46

Why are Companies not

adopting 360 degree approach?

It is time consuming

Emotional attachment in peers leads to no

proper response.

Appraisees are not ready to take feedback

In our culture we don't disrespect elders, thus

subordinates never provide negative results.


27/46

360 DEGREEPERFORMANCE APPRAISAL

An outlook


28/46


29/46


30/46


31/46


32/46

Purposes of Appraisal

Evaluate recent performance +

Formulate job improvement plan +

Identify problems/opportunities in the job +

Improve communication +

Provide feedback on job performance +

Identify training & development needs +

A rationale for salary review -

Promotion possibilities -


33/46

Appraisal Styles

Tell

Tell & sell

Tell & listen Problem-solving

Tells &sells &listens &shares


34/46

The Appraisers


35/46

SuperiorsSUPERIORS

Its Contribution:

The 1st line supervisor is often in the best

position to effectively carry out the full

cycle of performance management.

The supervisor may also have the

broadest perspective on the work

requirements and be able to take into

account shifts in those requirements.

Cautions to be addressed:

Superiors should be able to observe and measure all

facets of the work to make a fair evaluation. Supervisors should be trained. They should be

capable of coaching and developing employees as

well as planning and evaluating their performance.


36/46

The developmental focus of self-assessment is a key

factor.

Self-ratings contribute to a great or very great extentto fair and well-rounded PA.

Self-appraisals are particularly valuable in situations

where the supervisor cannot readily observe the work

behaviors and task outcomes.

SelfIts Contribution: Cautions to be addressed:


37/46

Self-ratings tend to be consistently higher. Thisdiscrepancy can lead to defensiveness and alienation if

supervisors do not use good feedback skills.

Sometimes self-ratings can be lower than others. Insuch situations, employees tend to be self-demeaning

and may feel intimidated and put on the spot.

Self-ratings should focus on the appraisal ofperformance elements, not on the summary level

determination.

SelfCautions to be addressed:


38/46

PeersIts Contribution:

Employees resent making the boss look good as opposed tomeeting the units goals.

Peer ratings have been an excellent predictors of futureperformance and mannerofperformance.

Multiple raters in the peer dimension tends to average out thepossible biases of any one member of the group of raters.

In case of self-directed teams, peer evaluations are central

input to the formal appraisal because the supervisor is notdirectly involved in the day-to-day activities of the team.

Peer feedback can help move the supervisor into a coachingrole rather than a purely judging role.


39/46

PeersCautions to be addressed:

Peer evaluations appropriate for developmental purposes - to

emphasize them for pay, promotion, or job retention purposesmay not be prudent always.

Generally, the identities of the raters should be kept confidential

to assure honest feedback.

It is essential that the peer evaluators be very familiar with theteam members tasks and responsibilities.

The use of peer evaluations can be very time consuming. When

used in PA, the data would have to be collected several times a

year in order to include the results in progress reviews. Depending on the culture of the organization, peer ratings have

the potential for creating tension and breakdown rather than

fostering cooperation and support.


40/46

Gives supervisors a more comprehensive picture ofemployee issues and needs.

Employees feel they have a greater voice in organizational

decision-making.

The feedback from subordinates is particularly effective in

evaluating the supervisors interpersonal skills.

Combining subordinate ratings can provide the advantage

of creating a composite appraisal from the averaged

ratings of several subordinates.

SubordinatesIts Contribution: Cautions to be addressed:


41/46

The need for anonymity is essential, as this will ensure honest

feedback.

Supervisors may feel threatened and perceive that their

authority has been undermined.

Precautions should be taken to ensure that subordinates are

appraising elements of which they have knowledge.

Only subordinates with a sufficient length of assignment under

the manager should be included in the pool of assessors.

Subordinates currently involved in a disciplinary action or a

formal performance improvement period should be excludedfrom the rating group.

Organizations currently undergoing downsizing and/or

reorganization should avoid this source of PA.

SubordinatesCautions to be addressed:

CUSTOMERS


42/46

CUSTOMERS

Its Contribution:

Customer feedback should

serve as an anchor for almost

all other performance factors.

Including a range of customers

in PA program expands the

focus of performance feedback

in a manner considered

absolutely critical to reinventing

the organization.

Cautions to be addressed:Generally the value of customer

service feedback is appropriate

for evaluating team output (thereare exceptions).

Customers, by definition, are

better at evaluating outputs as

opposed to processes and

working relationships.

It is a time-consuming process.


43/46

Problems 360 DegreeAppraisal Most costly and time consuming type of appraisal.

Tend to be somewhat shocking to managers at first-described as the "SARAH reaction: Shock, Anger,Rejection, Acceptance, Help".

The problems may arise with subordinate assessmentswhere employees desire to get the boss or mayalternatively scratch the back of a manager for expectedfuture favors.

The organization implementing this type of performanceappraisal must clearly define the mission and the scope ofthe appraisal. Otherwise it might prove counter productive.


44/46

5 things to consider before you

start 360 degree appraisal1. Purpose

1. clarify why and what2. communicate to everyone.

2. Culture are you ready?

1. Do you have a mature enough team dynamic?2. Are you open enough?3. Those involved need to feel comfortable & supported.

3. Timing of introduction also link with the planning cycle.

4. Roll out champion?1. How to generate buy-in?2. Involve everyone early.

5. Confidentiality for appraisees and raters

non-attributable.


45/46

7 Deadly Sins of Managing an

Organisation

Thinking that:

You can control everything

You can make your future happen

All meaningful results can be measured Everyone must accept the decisions from above

People must give an account of their actions toanyone who is more senior

You need to extract maximum effort & energyfrom each individual

The interests of the individual are subordinate tothe organisation


46/46

Thank you and good day

360 degree feedback (1)

Documents