Competency based feedback system workshop slides chadramowly


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Competency based feedback system workshop slides chadramowly

  1. 1. 1 Competency Based Feedback System 1
  2. 2. 2
  3. 3. 3 Business and Performance Review
  4. 4. 4 Chandramowly Companies using 360 degree performance appraisals Bellcore International Ltd(1998) Johnson & Johnson Ltd(1980s) Praxair 1996 Xerox (1980s) IBM (1980) Bell Atlantic (1980)
  6. 6. 6 Peers and direct reports: will see how things are going PLUS Supervisor: will see what is being done The 360 provides a way to integrate the two views
  7. 7. 7 What is 360 Degree Feedback ?? 360-degree feedback is defined as “The systematic collection and feedback of performance data on an individual or group derived from a number of stakeholders in their performance”.
  8. 8. 8 To facilitate the implementation of a professionalTo facilitate the implementation of a professional development plandevelopment plan To identify skill strengths development needs toTo identify skill strengths development needs to enhance job performanceenhance job performance To provide participants with feedback andTo provide participants with feedback and developmental recommendationsdevelopmental recommendations 360-Degree Process Objectives
  9. 9. 9 360 Feedback Process Participant Respondent 1. Jointly Selects Raters 2. Fills out name 3. Attends Feedback Review 1. Jointly Selects Raters 2. Fills out name 3. Attends Feedback Review 1. Receives Questionnaire 2. Fills out Survey (submit) 1. Receives Questionnaire 2. Fills out Survey (submit) Manager 1. Receives Report 2. Hold Feedback Review 3. Create Improvement Plan 1. Receives Report 2. Hold Feedback Review 3. Create Improvement Plan 1. Receives Reports 2. Tracks for Filled KLFS 3. Generates Reports 4. Shares it with HOD 1. Receives Reports 2. Tracks for Filled KLFS 3. Generates Reports 4. Shares it with HOD Admin HR
  10. 10. 10 Chandramowly Some Advantages New way of addressing performance issue Feel of fair treatment Offloading full burden of subordinate assessment Qualifiable data projecting blind spots Reinforced Corporate Culture Instilling value of individual respect /working relationship
  11. 11. 11 Chandramowly Some Observations Time consuming and expensive SARAH Reaction Counter Productive if the scope is not defined Reflection of personal likes and dislikes Feedback providing skills and its effect Feedback given normally but Development actions not taken
  12. 12. 12 Chandramowly What Is a Goal?What Is a Goal? A goal is an end toward which effort is directed Example: Increase market share for product YYY from 20% to 30% by Q4 2009 A goal should contain: An accomplishment to be achieved The accomplishment stated in measurable terms A specific time frame for completion
  13. 13. 13 Chandramowly Group Core Competency Clusters
  14. 14. 14 •PURPOSE Managing Vision and Purpose & Stake Holder Delight Consistent Goal Achievement and Result Leadership Business Acumen and Intelligent Risk taking Values, Integrity and Ethics Strategic Agility / Forward outlook Cost Management Customer satisfaction (internal & external) Corporate Social and Environmental Responsibility
  15. 15. 15 •PROCESS Managing Through Systems Adapting to Change and New Technology Knowledge Sharing and Management Decision Quality and speed TQM and Quality Minded Approach Managing and Measuring Performance Research Orientation, developing new methods Time management - Planning and Prioritisation Systems Thinking - ability to see the parts and the whole
  16. 16. 16 •PEOPLE People Excellence Delegation and Empowerment People development, training, coaching and Mentoring Managing Succession Planning Team playing and Team Building
  17. 17. 17 •PERSON Personal Effectiveness & Execution Innovation and Creativity Commitment and Accountability Emotional Intelligence Interpersonal skills and Equality Communication Functional and Technical skills Forward looking and Optimism Action Orientation and Persistence Eliminating performance barriers Problem Solving Win Win Negotiation Employee Engagement
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  20. 20. 20 Chandramowly EASYEASY AVERAGEAVERAGE DIFFICULTDIFFICULT DIFFICULTDIFFICULT Process Management, Boss Relationship Individual value add People Development Personal Learning, Managing Diversity Integrity / Trust Motivating others, Work Life Balance, Understanding others AVERAGEAVERAGE Problem Solving TQM, Business Acumen, Time Management Conflict Management Peer Relationship People Excellence Building Team s irit EASYEASY Customer Focus , Presentation skills, Technical learning Decision Making Interpersonal Savvy, Patience, Listening Composure Action oriented, Political Savvy, Standing Alone DEVELOPMENTASSESSMENT
  21. 21. 21 Improvement in performance is most likely to occur when:  Feedback indicates change is necessary  Recipients perceive a need to change behavior  Recipients react positively to feedback  Recipients believe change is feasible  Recipients set appropriate goals to change behavior  Recipients take specific developmental actions 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 360-Degree Feedback Result in Improved Performance?
  22. 22. 22 Habits are Hard to Change  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 studies indicate significant but small effect sizes suggesting that is unrealistic to expect large performance improvement after people receive performance feedback
  23. 23. 23 Development Process PositionPosition ProfileProfile Karle Competencies (L/F)Karle Competencies (L/F) Karle ValuesKarle Values PersonPerson ProfileProfile Karle Competencies (L/F)Karle Competencies (L/F) Karle ValuesKarle Values Compare Match Gap Improved Competencies for Job Performance > Better Results Identify Needs Development Plan Assignments Coaching - Mentoring Self Dev Tips Training FEEDBACK MONITORING LEARNED CHANGEED BEHAVIOIIUR
  26. 26. 26 Self-Self- AwarenessAwareness SocialSocial AwarenessAwareness Social SkillsSocial SkillsSelf-Self- ManagementManagement • Emotional Self-Awareness • Accurate Self-Assessment • Self-Confidence • Empathy • Organizational Awareness • Service Orientation • Self-Control • Trustworthiness • Conscientiousness • Adaptability • Achievement Orientation • Initiative • Developing Others • Leadership • Influence • Communication • Change Catalyst • Conflict Management • Building Bonds • Teamwork & Collaboration Goleman Emotional Intelligence Model
  27. 27. 27 OLD PARADIGMS Job Security Longitudinal Career Paths Job/Person Fit Organizational Loyalty Career Success Academic Degree Position/Title Full-Time Employment Retirement Single Jobs/Careers NEW PARADIGMS Employability Security Alternate Career Paths Person/Organization Fit Job/Task Loyalty Work/Family Balance Continuous Relearning Competencies/Development Contract Employment Career Sabbaticals Multiple Jobs/Careers Workforce 2010 The Changing Career Paradigms
  28. 28. 28 Competency Model Tic-Tac-Toe 1. Review Organizational Strategic Map. 2. Name two Competencies that will help achieve a Goal. 3. Define two behaviors for each Competency. 4. Validate the desired target (1 to 5) 1. Assume behavior is below target 5. Identify ways to improve your Gap
  29. 29. 29 360 Implementation Model ObjectivesObjectives Validate Competencies Data Collection Process Management Review Feedback & Coaching
  30. 30. 30 STRENGTHS Performance Areas To Target for Greater Utilization AREAS FOR IMPROVEMENT Performance Areas To Target for Improvement What Feedback Receivers Learn:
  31. 31. 31 Summary Questions  What are one or two practices that make this person effective in his or her role at the oganisation? Sight an Example  Describe any changes you believe are important for this person to work more effectively with you.  Are there any other comments that would be helpful?
  32. 32. 32 Identify feedback criteria Orientation for participants Subjects select respondents Conduct survey create reports Review feedback and meet with Superisor Developmental dialogue with manager and others •Implement Plan •Measure Results •Re-assess The 360 ProcessThe 360 Process
  33. 33. 33 What Do We Measure? Observable Values and behaviors based on competencies identified for
  34. 34. 34 • Develops an awareness of the impact that his or her actions have on others. • Validates self-perceptions of strengths and weaknesses. • Provides information for professional development. How does 360 benefit the feedback receiver?
  35. 35. 35 2 Theories A significant gap between self-ratings and ratings from others can cause psychological dissonance. When this happens, people are motivated to reduce this gap and feel assonant again. When people detect discrepancies between their goals and their behavior, they are likely to take actions to reduce the discrepancies Cognitive Dissonance Theory (Festinger, 1957), Control Theory (Carter & Schneier, 1981,1982),.