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  Dimensions	
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360s Gone Wrong
H...
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360s Gone Wr...
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Multi-rater: Simp...
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Multi-rater: Simp...
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Agenda:
1.  ...
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Brief Defini...
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Brief Defini...
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Why do organ...
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“Despite the...
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47%	
  
74%...
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Mul1-­‐Sour...
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Rater Biase...
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Rater Biase...
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Mul1-­‐Sour...
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Cultural
Mi...
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Cultural Mi...
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Mul1-­‐Sour...
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No Business...
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No Business...
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V.U.C.A. Ma...
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Rater	
  
B...
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Take Ratings Seri...
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Customize
23	
  
...
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Draw Connections
...
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Use 360 for Perfo...
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Challenges ...
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Best Practi...
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Rater	
  
B...
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Partnership...
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Scott Erker, Ph.D...
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360s Gone Wrong: How to Make Them More Effective

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Employee 360-degree feedback is essential for any organization's ability to develop its people and get their employees the insights they need to improve. Too often the feedback is given, reviewed, and forgotten. It doesn’t have to be that way. In this live webinar, we’ll explore how you can use 360 feedback to generate lasting improvement.

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Transcript of "360s Gone Wrong: How to Make Them More Effective"

  1. 1. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   360s Gone Wrong How to Make Them More Effective Tuesday,  April  8,  2014   A Qualtrics webinar with DDI
  2. 2. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  2   360s Gone Wrong 5 4 3 2 1 Presented by: Scott Erker, Ph.D., Senior Vice President, DDI April 8, 2014 How to Make Them More Effective
  3. 3. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Multi-rater: Simple Right? Mul1-­‐rater   Assessment   Feedback   Development   Planning  
  4. 4. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Multi-rater: Simple?!? Feedback + IDP
  5. 5. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  5   Agenda: 1.  The BRIEF DEFINITION of multi-rater assessment 2.  Three factors that lead to FAILURE 3.  Steps to make your multi-rater process WORLD CLASS
  6. 6. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  6   Brief Definition of 360° Feedback Self   Managers   Peers   Direct   Reports   Stakeholders   &  Biz  info  
  7. 7. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  7   Brief Definition of 360° Feedback Feedback   Collected   Reports   Created  and   Shared   Debrief  with   Manager  /   Coach   Learning  and   Development   Opportuni1es  
  8. 8. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  8   Why do organizations use 360 Degree Feedback? 1.  Improved feedback from MULTIPLE SOURCES 2.  Personal, team & organizational DEVELOPMENT 3.  Training needs ASSESSMENT 4.  Input to PERFORMANCE MANAGEMENT
  9. 9. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  9   “Despite the popularity of 360- degree feedback, meta-analytic findings suggest they provide modest change in performance and when done badly can lead to disengagement and a decline in performance.” - Nowack & Mashihi (2012)
  10. 10. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  10   47%   74%   63%   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  11. 11. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  11   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   Rater   Biases   47%   74%   63%   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  12. 12. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  12   Rater Biases  
  13. 13. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  13   Rater Biases •  Halo and leniency errors •  Raters misjudge ‘no opportunity to observe’ •  Self-assessment is inaccurate •  Survey fatigue •  No calibration •  Comments are personal, not behavioral •  Focus on weakness and forget strengths
  14. 14. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  14   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   Rater   Biases   Cultural     Misalignment   47%   74%   63%   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  15. 15. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  15   Cultural Misalignment  
  16. 16. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  16   Cultural Misalignment •  Informal culture rejects feedback •  ‘Too nice’ bias •  Hierarchical culture works counter to upward feedback •  Engineering mentality drives over-analysis
  17. 17. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  17   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   Rater   Biases   Cultural     Misalignment   No  Biz  Relevance   47%   74%   63%   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  18. 18. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  18   No Business Relevance  
  19. 19. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  19   No Business Relevance •  No explicit connection to the business •  No meaningful discussion of results •  No integration of 360 with other measurement efforts
  20. 20. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  20   V.U.C.A. Makes 360s Obsolete? V = Volatility: nature/speed of change U = Uncertainty: lack of predictability of change C = Complexity: multiplex of forces A = Ambiguity: cause-and-effect confusion
  21. 21. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  21   Rater   Biases   Cultural     Misalignment   No  Biz  Relevance   Take  Ra1ngs   Seriously   Customize   Draw   Connec1ons   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   47%   74%   63%   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  22. 22. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Take Ratings Seriously 22   •  Orient participants to the process •  Invest in training and calibration •  Ensure confidentiality
  23. 23. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Customize 23   •  Design the process to fit your culture •  Take a ‘fit for purpose’ approach •  Use your language •  Personalize action planning and development •  Align supervisor and management support •  Establish and manage data sharing policy
  24. 24. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Draw Connections 24   •  Leverage the data for individuals and groups •  Share data, insights, and actions •  Synthesize 360 data with other business metrics •  Understand the limitations of the data
  25. 25. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Use 360 for Performance Management? 25   •  Supervisors may focus on pleasing subordinates to get high appraisals •  Subordinates may be reluctant to be candid with the manager •  Subordinates may inflate ratings to gain favor
  26. 26. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  26   Challenges for 360° Feedback •  Different levels of experience with 360 •  Different data interpretation proficiency levels •  Buy in from participants and others involved in process •  Inflated, inaccurate, or lenient ratings •  Emotional reactions to ratings •  Providing follow up coaching and development experiences CHALLENGES
  27. 27. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  27   Best Practices to Promote Action on 360° Feedback •  Rate behaviors, not psychological traits (specific, observable, actionable) •  Design around participant characteristics and strive for buy-in •  Train and calibrate raters •  Managers and mentors will shape outcomes BEST PRACTICES
  28. 28. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  28   Rater   Biases   Cultural     Misalignment   No  Biz  Relevance   Take  Ra1ngs   Seriously   Customize   Draw   Connec1ons   Mul1-­‐Source     Feedback  Programs   SUCCESS   FAILURE   47%   74%   63%   Talent  Decisions   Performance  Mgmt   Plan  to  Up  Spending  
  29. 29. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.  29   Partnership with Qualtrics
  30. 30. ©  Development  Dimensions  Interna1onal,  Inc.,  MMXIV.    All  rights  reserved.   Scott Erker, Ph.D. Sr. Vice President, Selection Solutions Development Dimensions International Email: Scott.Erker@ddiworld.com 30   Questions?
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