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360 degree feedback

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					All the way round 360 degree
          feedback


     by Toronto Training and HR

          September 2011
           3-4     Introduction to Toronto Training and HR
           5-6     Definitions
Contents   7-8
           9-10
                   Who does the rating?
                   Benefits of 360 degree feedback
           11-12   Drawbacks of 360 degree feedback
           13-15   Impact and uses of 360 degree feedback
           16-18   What does it measure?
           19-22   Overcoming employee concerns
           23-25   Common mistakes
           26-29   Evaluating a 360 degree feedback
                   instrument
           30-32   Facilitating feedback
           33-34   Importance of vision
           35-36   Questions to ask
           37-38   Challenges and possible solutions
           39-42   360 degree feedback appraisal forms
           43-48   Introducing 360 degree feedback
                   appraisals
           49-50   Steps in the sequence
           51-54   Case studies
           55-56   Conclusion and questions
Introduction




     Page 3
Introduction to Toronto Training
            and HR
• Toronto Training and HR is a specialist training and human
  resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
              - Training course design
              - Training course delivery
              - Reducing costs
              - Saving time
              - Improving employee engagement & morale
              - Services for job seekers

                            Page 4
Definition




   Page 5
                Definition
History

What is 360 degree feedback?

OTHER NAMES

Multi-source feedback systems
360 degree evaluations




                     Page 6
Who does the rating?




         Page 7
        Who does the rating?
Yourself
Boss
Other bosses (previous boss, boss‟s own boss etc.)
Employees
Team members
Peers
Internal customers
External customers
Suppliers
Friends and family members


                        Page 8
Benefits of 360 degree
      feedback




          Page 9
Benefits of 360 degree feedback
The report provides a more powerful insight into
the performance of the person
The appraiser has more evidence to bring to the
appraisal discussion
The different perceptions from the other people
asked often create a broader debate




                      Page 10
Drawbacks of 360 degree
      feedback




          Page 11
     Drawbacks of 360 degree
            feedback
Some people may be afraid of contributing
honestly – for fear of retribution
There is often a lack of management sensitivity
when given the additional power




                      Page 12
Impact and uses of 360
  degree feedback




         Page 13
Impact and uses of 360 degree
       feedback 1 of 2
IMPACT
Quality and quantity of data
Communication
Motivation
Roles
The customer




                      Page 14
Impact and uses of 360 degree
       feedback 2 of 2
USES
Self-development and individual counselling
Part of „organized‟ training and development
Team-building
Performance management and appraisals
Strategic or organization development
Validation of training and other initiatives
Remuneration



                      Page 15
What does it measure?




         Page 16
  What does it measure? 1 of 2
The tendency when assessing individuals to look not just at
results achieved – but how they were achieved.
The increasing emphasis by organizations on measuring
employee opinions on a number of issues, such as
communications or morale, achievement of corporate
standards of behaviour or values.
The use of external measures by organizations to assess
how others see them from outside, typically using market
research or other forms of survey to assess customer
satisfaction. Some asking for similar feedback from their
suppliers.


                          Page 17
 What does it measure? 2 of 2
The assessment of teams and departments by
looking at what happens within the group-
communication and decision-making processes.
This data is coupled with the views of internal
customers and others on team quality and service.
The increasing use of business excellence models
as part of total quality movement and the need to
have more precise, data-focused ways of
measuring them.


                     Page 18
Overcoming employee
      concerns




        Page 19
Overcoming employee concerns
           1 of 3
Issues of confidentiality are clearly communicated,
detailing who will have access to the data and for what
purpose
It is clearly stated how feedback will be given and by
whom
The process for identifying respondents is clearly set
out with recipients having some opportunity to input
Sufficient time is allowed to pilot the process and to
consult with individuals and employee groups on both
the design and implementation of the process


                        Page 20
Overcoming employee concerns
           2 of 3
Both recipients and respondents are adequately
briefed on the process, how to complete the
relevant forms and the aims and objectives of the
exercise
Adequate opportunity is given for people to
comment and raise their concerns
People are not forced or coerced to take part by
managers
Feedback is never attributed to an individual


                      Page 21
Overcoming employee concerns
           3 of 3
Feedback reports and developments plans are kept
secure and data protection rules are obeyed
The process is constantly monitored and
evaluated, with all concerns acted on and any
changes adequately communicated




                     Page 22
Common mistakes




      Page 23
     Common mistakes 1 of 2
Having no clear purpose
Using it as a substitute
Not conducting a pilot test
Not involving key stakeholders
Having insufficient communication
Compromising confidentiality
Not making clear the feedback‟s use
Not giving people sufficient resources
Not clarifying who “owns” the feedback


                     Page 24
     Common mistakes 2 of 2
Having “unfriendly” administration and scoring
Linking to existing systems without a pilot
Making it an event rather than a process
Not evaluating effectiveness




                      Page 25
Evaluating a 360 degree
 feedback instrument




          Page 26
     Evaluating a 360 degree
   feedback instrument 1 of 3
Find out what is available
Collect a complete set of materials
Compare your intended use to instrument
characteristics
Examine the feedback scales
Familiarize yourself with the instrument-
development process
Learn how items and feedback scales were
developed


                     Page 27
     Evaluating a 360 degree
   feedback instrument 2 of 3
Find out how consistent scores tend to be
Assess basic aspects of validity-does the
instrument measure what it claims to measure?
Think about face validity
Examine the response scale
Evaluate the feedback display
Understand how breakout of rater responses is
handled



                     Page 28
     Evaluating a 360 degree
   feedback instrument 3 of 3
Learn what strategies are used to facilitate
interpretation of scores
Look for development and support materials
Compare cost-value for the price
Consider length a minor issue




                      Page 29
Facilitating feedback




         Page 30
   Facilitating feedback 1 of 2
Preparation
Explain purpose of feedback
Explain facilitator‟s role
Explain the purpose of the session
Agree a timescale
Introductory comments
Clarify responsibility
Give advice
Avoid generalities


                      Page 31
   Facilitating feedback 2 of 2
Focus on priorities
Seek clarification
Handle conflict
Don‟t forget the good news
The high performers
Know when to stop

Action planning
Development planning


                       Page 32
Importance of vision




        Page 33
        Importance of vision
Get a vision test
Gain a new respect
Leverage (or build) your network
Learn the craft
Beware of identity traps
Constantly communicate
Step up to the plate




                     Page 34
Questions to ask




      Page 35
              Questions to ask
What is the purpose of the process?
Who is targeted by the process?
Is participation voluntary?
Who selects the raters?
Are ratings anonymous?
Who evaluates?
Who has access to the evaluations?
If ratees have access to the information, who facilitates the
feedback?
How frequently is it administered?
Are there developmental linkages?


                           Page 36
Challenges and possible
       solutions




          Page 37
Challenges and possible
       solutions




         Page 38
360 degree feedback
  appraisal forms




        Page 39
 360 degree feedback appraisal
         forms 1 of 2
HEADINGS
1. Key skill/capability type (e.g. communications, planning,
reporting, creativity and problem solving, etc. - whatever
the relevant key skills and capabilities are for the role in
question).
2. Skill component/element (e.g. 'active listening and
understanding' [within a 'communications' key skill], or
'generates ideas/options' [within a 'creativity/problem
solving' key skill]). Five or six suits best and the key skill
should be broken down if there are more than six elements
- big lists and groups are less easy to work with.


                           Page 40
 360 degree feedback appraisal
         forms 2 of 2
HEADINGS
3. Question number (purely for reference and ease
of analysis)
4. Specific feedback question (relating to skill
component, e.g. does the person take care to
listen and understand properly when you/others
are speaking to him/her? [for the active listening
skill])



                      Page 41
 360 degree feedback appraisal
         forms 3 of 2
HEADINGS
5. Tick-box or grade box (ideally a,b,c,d or
excellent, good, not good, poor, or rate out of four
or six - N.B. clarification and definitions of ratings
system to participants and respondents is crucial,
especially if analyzing or comparing results within
a group, when obviously consistency of
interpretation of scoring is important)



                        Page 42
Introducing 360 degree
  feedback appraisals




         Page 43
      Introducing 360 degree
    feedback appraisals 1 of 5
Consider and decide what you need the 360 degree
system to achieve. What must it be? How must it
work? What difference must it make?
Choose/design a system (or system provider), i.e..,
research and investigate your options (other local or
same-sector companies using 360 already are a
helpful reference point, or your trade association HR
group, or a specialist HR advisory body such as CIPD
in the UK if you are a member).


                       Page 44
      Introducing 360 degree
    feedback appraisals 2 of 5
When you've decided on a system, pilot it with a
few people to make sure it does what you expect.
(It's best to establish some simple parameters or
KPIs by which you can make this assessment,
rather than basing success on instinct or subjective
views.)
When satisfied with the system, launch it via a
seminar or workshop, preferably including role-
plays and/or practical demonstration.


                      Page 45
      Introducing 360 degree
    feedback appraisals 3 of 5
Check the legal and contractual issues for your
situation - privacy, individual choice, acceptable
practices and rules, training, data protection,
individual rights, adoption guide, etc. (360 degree
systems are now well-developed and established.
Best practice and good reference case-studies are
more widely available than in the early years of
360 feedback development.



                       Page 46
      Introducing 360 degree
    feedback appraisals 4 of 5
Support the implementation with ongoing training,
(include an overview in your induction training as
well), a written process guide/booklet, and also
publish process and standards on your intranet if
you have one.
Establish review and monitoring responsibility.




                      Page 47
       Introducing 360 degree
     feedback appraisals 5 of 5
Establish review and monitoring responsibility.
Ensure any 360 degree appraisal system is introduced
and applied from top down, not bottom up, so
everyone can see that the CEO is happy to undertake
what he/she expects all the other staff to do. As with
anything else, if the CEO and board agrees to
undertake it first, the system will have much stronger
take-up and credibility. If the plan for 360 feedback
introduction is likely to be seen as another instrument
of executive domination then re-think your plans.


                        Page 48
Steps in the sequence




         Page 49
       Steps in the sequence
Create a questionnaire
Select the respondents
Distribute the questionnaire
Allow time for people to respond and complete
their questionnaires
Generate the report from the responses gathered
Hand (or preferably discuss) the compiled report
to the appraisee



                     Page 50
Case study A




    Page 51
Case study A




    Page 52
Case study B




    Page 53
Case study B




    Page 54
Conclusion & Questions




         Page 55
            Conclusion
Summary
Questions




               Page 56

				
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posted:10/20/2011
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