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THE 360-DEGREE FEEDBACK EVALUATION DESIGN:
Motivating Leaders, Strengthening Programs, and Advancing Organizations
By
Natosha Word LMSW
PERFORMANCE EVALUATIONS…WHO CARES?
Society for Human Resource Management (SHRM) – The 2000 Performance Management Survey HR professionals reported that many executives and managers did not use their performance management system
Towers-Watson- 2012 Global Workforce Study Only 44% of organizations do an effective job of using technology to deliver the performance management process
PERFORMANCE EVALUATIONS…WHO
CARES?Research firm I4CP- 2013 Keys to Performance Management 55% of respondents stated existing performance development processes had a positive impact on their organizations
28% believed their organizations were effective at performance management
SHRM- 2014 HR Professionals’ Perceptions About Performance Management Effectiveness 53% of HR prof. gave their organizations C+-B 21% gave a C 2% gave an A
WHY WE DON’T CARE
https://www.youtube.com/watch?v=pciLAbaxORk
A POWERFUL NEW MODEL FOR EMPLOYEE
ASSESSMENT
The 360-Degree Feedback Model
WHAT IS A 360-DEGREE EVALUATION DESIGN?
An assessment and evaluation instrument
Known as a multisource or multi-rater evaluation system
Utilized to evaluate and enhance job performance skills
Measures behaviors and competencies
Assess program effectiveness and intent
HISTORY OF THE 360-DEGREE FEEDBACK
First used by the German Military during World War II
Utilized by T-Groups during the same time as WWII
Gained momentum after being used by Esso Research and Engineering Company in the 1950’s
It’s suggested that the first 360-degree instrument was created in 1973
by Clark Wilson, PHD (Survey of Management Practices)
Most organizations understood/accepted the multi-rater concept by the 1990’s
Influences salaries
Outdated evaluative criteria
Hierarchical one-way
Lacks improvement guidance
Identifies weaknesses
Decreases morale
Inspires professional growth
Newer model/research based
Multiple reviewers
Increases skill knowledge
Identifies strengths & weaknesses
Facilitates behavior change
WHAT’S THE DIFFERENCE?Traditional Evaluation
Models 360-Degree Feedback Model
WHO UTILIZES THE 360- DEGREE FEEDBACK
MODEL?
Professionals seeking growth and longevity…
EDUCATIONAL INSTITUTIONS
School principals rarely receive feedback that would
improve their leadership. Often, feedback is task
centered.
With the 360-degree feedback model, principals
have the opportunity to gain trust and respect from co-
workers and staff.
EDUCATIONAL INSTITUTIONS…
Principals/Leaders feedback:• Teachers• Parents• Fellow principals• Guidance counselors• Social workers• Office staff• Students
Managerial self-awareness (MSA) accomplished• Strengths & Weaknesses• Skills• Personality/abilities
HEALTH CARE INSTITUTIONS
Studies suggest that the 360-degree feedback method improves
emotional intelligence (EI) in physicians.
Professionalism, interpersonal and communication skills are 2 of the 6 core clinical competencies that if strengthened will improve the
EI of physicians.
HEALTH CARE INSTITUTIONS…
Physicians/Leaders feedback:• Nurses• Therapists• Pharmacists• Other physicians • Social workers• Patients
Relatively new in the health care organizations Significant reduction in disruptive behaviors & behavioral
complaints Improves patient satisfaction & adherence to treatment regimens
SPORTING ARENAThe role of a coach is essential to the performance of any team or athlete.
Understandably, many believe that sports play an important role in our economic,
political, cultural and social world.
In the sport arena the coach-athlete relationship is imperative to improving
sporting success. The 360-degree feedback model helps coaches understand their roles in the
organizational success.
SPORTING ARENA…Coaches/Leaders feedback:
• Athletes• Other coaches• Parents• Sponsors• Fans• Line managers• Administrators• Support staff
Successful performance management, effective problem solving and work habits
BENEFITS OF USING THE 360-DEGREE EVALUATION
MODEL
More Than a Salary Increase…
PERSONAL BENEFITSMultiple perspectives
Relationship & trust
Understanding strengths & weaknesses
Increased job satisfaction
Individual ownership for self-development
Leadership development
Improved communication
Performance improvement
Generates accountability
ORGANIZATION BENEFITSAmplified productivity & quality
Extremely developed workforce
Increased promotions from within
Creates a interactive learning culture
Improves managerial skills and behaviors
Produces competent leaders
Aligns organization vision with strategy
Spawns training needs assessment
Builds organizational longevity
PROGRAM BENEFITSProgram intent
Impact assessment
Continuous research
Permanence
Recurring Funding
Cost cutting
Exploration/new initiatives
Evidence & Justification
Integrated implementation
HOW 360-DEGREE FEEDBACK COULD FAIL
Lack of participation from upper management
Not aligned with organization mission/vision
Lack of communication/trust
Poor planning
Inappropriate delivery of feedback
No development plan
No follow up
Lack of confidentiality
Vague questions
BEST PRACTICEHow to use the 360-degree feedback model
BEST PRACTICE METHOD
360-degre
e
Establish purpose
Clarify Anonymit
y
Prepare/Plan
Implement
Review & Interpret
Develop action plan
Follow-up
ESTABLISHING PURPOSE
Strategic Needs/ Specific Purpose______________________________________________ Managemen
t Developmen
tSuccession Planning
Performance
Management
Coaching
Career Developme
nt
CLARIFY ANONYMITY
What data is confidential and
anonymous?Enforce
confidentiality agreements
Written comments transcribed or summarized?
What feedback is shared with a
person’s manager? How will results
be used? Integrated?
What is the minimum number of
respondents?
PREPARE/PLAN
Define objectives Communicate
purpose State expectations Disclose anonymity
IMPLEMENTATION
Co
CommunicationA. PresentationsB. Individual MeetingsC. Written briefings
ControlA. Roll out over a period of timeB. Careful schedulingC. Good tracking system
REVIEW AND INTERPRET
Competencies that make a difference to the
organization
Discovering strengths as the primary focus
Tailor results to individual positions
Constructive & easy to read results. Graphical
& chart data?
DEVELOP ACTION PLAN
Specific
Measurable
Attainable
Relevant
Timely
S.M.A.R.T.
DEVELOP ACTION PLAN
Provide Resources_______________________________________________
Training
Mentoring
Self-study
Job Rotati
on
Coaching
Funds
Materials/Staff
FOLLOW-UP
1. A follow-up should be conducted six months to a year.
2. Change/behavior is hard and often requires reminders.
3. Revisit a post 360-plan periodically.
360-DEGREE MODEL DESIGN
Create your survey or use an already designed survey?
Tailor content for specific requirements
Good for larger organizations
Companies w/well established and publicized leadership models
Organizations w/ample HR resources
Saves time
Benefit from expertise of others
Benchmark data-compare organizations
Good for small organizations
Better for new organizations with limited HR resources
BUILD OR BUY?
Build Buy
DESIGN SELECTIONSeveral 360-degree instruments can be found online:
Center for Creative Leadership www.ccl.org
INSEAD Global Leadership Centre http://centres.insead.edu/global-leadership
3D Group www.3dgroup.net
SelfStir Business www.selfstir.com (free)
CREATE YOUR OWN Your organization/program is unique
Tailor survey to your organization/program
Design survey around observable behaviors & performance-Not opinion
Be mindful that your instrument is a research tool
Create space for unstructured comments
Invest in professional consultation
Be time conscience
THINGS TO CONSIDER WHEN CREATING YOUR OWN MODEL
Identify competencies & expectations of your organization
1) Competencies- tied to values, mission, and strategy
2) Work with leaders- share knowledge/increase buy-in
Differences by level
1) Creates an atmosphere of fair-mindedness
2) Specific behaviors and requirements differ depending on level of employment
THINGS TO CONSIDER WHEN CREATING YOUR
OWN MODEL
Identify position-specific competencies
1) Does not require creating different 360-degree models
2) Add specific competencies for key positions and functions
Quantitative vs. Qualitative
1) Quantitative allows for identifying strengths and weaknesses
2) Qualitative offers insight into specific issues
RATER SELECTIONThe importance of rater selection for buy-in
SELECTING RATERS
Rater selection is important to ensure buy-in and feedback results
Self, management, and direct reports are always included External customers add unique perspectives on behaviors
& service
Raters should have worked & known participant 4-6 months
Raters should have frequent interactions w/participants
Raters should understand participants role & job duties
TYPICAL RATER SELECTION
1) Selected by participant based on guidelines
2) Selected by direct managers
3) Selected by HR w/specific guidelines (i.e. all peers must be included)
4) Selected using collaborative process by participant and manager
BUY-IN It’s benefits
How it works
Who will see the feedback results
How and when results will be communicated
What the results are used for
Who will participate (mandatory?)
How raters are selected and their roles
EFFECTIVE INTERPRETATION AND
DELIVERY OF FEEDBACK
Access, Results, Interpretation and Feelings
ACCESS AND RESULTS
The employee and a neutral feedback facilitator should have access to the feedback reports
As a rule, managers should not be allowed to interpret results or handle feedback themselves
Never allow employees to receive feedback in a printed form or online report
Feedback should be interpreted and delivered by professionals experienced in delivering 360-degree feedback (H.R. or external consultant)
INTERPRETATIONFeedback coach- Specialized skill
Familiar with typical reactions/assists with handling feedback appropriately
Assist with interpretation via open dialog over time
Inspires employees to look within themselves and examine behavior
Teaches employees to reflect on their interactions with others
Encourages employees to examine their own performance while being honest about needed development
Emphasizes common themes of the raters to reinforce intended messages
Assesses data
HUMAN NATURE AND FEELINGS
Receiving feedback can invoke as much fear as public speaking
Accepting feedback from others takes us out of our comfort zone
Negative feedback is often viewed as rejection (vulnerability & defensiveness)
Undesirable feedback may threaten self-concept
Our most intense emotions come from relationships; negative feedback interrupts our relationships
For many, our place within an organization defines who we are
SAMPLE REPORTS
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