feedback360 slide elena corna
DESCRIPTION
Feedback360 - valutazione del personale con il metodo 360TRANSCRIPT
1
360 feedback
Seminar in leadership and HRM
Group ET:
Elena Corna
Tania Mazzola
Index
1. Introduction
2. Definition
3. The purpose of 360 feedback
4. What does 360 feedback assess?
5. The process for implementing 360 feedback
6. The good side of 360 feedback
7. The bad side of 360 feedback
8. The influence of national culture in 360 feedback
9. Conclusions
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Introduction
If being effective is important, it should be measured.
How do they know are effective leaders? Or effective employee?
3
360 feedback
Definition
Feedback:
“the situation when output
(or information about the result of) from an event or phenomenon in the past will influence the same event/phenomenon
in the present or future.”
Wikipedia
4
360 feedback
“..also known as multi-rater feedback, multisource feedback, or multisource assessment, is a confidential anonymous feedback that comes from all around an employee.”
Wikipedia
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Subordinates, peers, supervisors, external sources, self assessment
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It starts during World War II
over one-third of U.S. companies use multisource feedback
in Italy it is a method still little known and not very practiced
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Which is the goal?
feedback tool only
performance appraisal tool
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VS
The purpose
“You need to know yourself well, your habits, strengths and shortcomings. Questioning yourself thoroughly is the beginning of change”.
Rosen, 2000
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What does 360 feedback assess?
INTEGRITY: avoidance of risk, responsibility;
CREATIVITY: innovation, adaptability;
LOGICAL and ANALYTICAL SKILLS: rationality, numerical
skills;
ABILITY TO REPORT INTERPERSONAL SKILLS: empathy;
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PERSUASION: communication, listening and writing skills;
PLANNING and ORGANIZATION: time management, planning;
ORIENTATION TO QUALITY: concentration on tasks, high standards;
ENERGY and MOTIVATION: energy, ability to motivate.
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The alternatives
5. Always demonstrates this skill/competency
4. Usually…
3. Sometimes..
2. Seldom..
1. Never..
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The process for implementing 360 feedback
thoughtful planning
Are the employees accepting the system?
Are the goals, procedures and benefits of the system clearly defined?
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Guidelines to use the 360 feedback
system successfully:
fit with the culture of the organization
conduct an information campaign
the rating instruments must be valid
the raters must be familiar with the rated’s performance
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train raters on how to provide accurate and respectful ratings
administer the performance regularly
there must be an hard sense of true!!
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The practical steps
1. The development of the questionnaire
2. Self evaluations
Identification of the raters chosenrandomall
Some or every areas
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3.Communication and launch of training
ensure the anonymous style
4.The operational phaseemail invitation
fill out the questionnaire individually and on-line
the system processes all the answers and generates a report
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5. The rated receive the results
the final report is very clear
reports for each area
strengths and areas for improvement
graphs to compare
The turnover!!!!
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The coach
reading and understanding the data
having awareness of self strengths and weaknesses
summarizing the knowledge gained
understanding what can and what cannot be changed
selecting an appropriate course of action
getting the right motivation to change
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The good side of 360 feedback
Improved feedback from more sources
• peers
• coworkers
• supervisors
• …
Provide much information and their nature is much rich
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Permit people being honest
The questionnaire is
anonymous
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Personal and organizational performance development
Training needs
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Responsability for career development
Reduced discrimination risk
Variety of people
• job functions
• age
• race
• gender
• …
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Progressive Continue over time
… and more
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The bad side of 360 feedback
Wrong purpose:
Feedback tool Performance appraisal tool
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Unreadiness of the company
The incorrect reason for 360 feedback
pressure to imitate the others
implementation without clear objectives
Lack of communications
raters inexperienced and ineffectiveness
support and encourage of the leaders
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Insufficient information
anonymous vs Ask for clarifications
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Ineffective assessment items
Right questions for good
datas
well written
coherence with organization’s vision, mission and strategy
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Wrong interpretation of the results
role of the
COACH
The influence of national culture in 360 feedback
Hofstede Power distance:
large: supervisors and subordinates unequal
autocratic management style
small: limited dependence on supervisors
participatory management style
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Low power distance 360 more effective
Employees want to partecipate
The borth in North America
Diffused more in anglosaxon countries
High power distance 360 less effective
Virtually non existent in China
Only leaders are able to evaluate
32
Individualism/collectivism:
Individualistic culture: individualism,
personal freedom of choice,
individual initiative
Collectivistic culture:
the interests
of the group prevail
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Individualistic cultures 360
Americans expect feedback to improve
Collectivistic cultures 360
Chinese prefer the harmony of the group
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Conclusions
An active preparation
A real need
It’s anonymous
The importance of a coach
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Per informazioni:
http://www.ebcconsulting.com/test-feedback-360.html
http://www.ebcconsulting.com
Group ET: Elena Corna -- Tania Mazzola