<ul><li>T A L E N T   I N N O V A T I O N S   </li></ul><ul><li>360 degree feedback:  </li></ul><ul><li>ensuring measurabl...
Agenda <ul><li>Welcome and introductions </li></ul><ul><li>Introducing 360 degree feedback </li></ul><ul><li>Purpose of 36...
<ul><li>T A L E N T   I N N O V A T I O N S   Our Passion and Commitment </li></ul><ul><li> “ Devoted to Development” </li...
What is 360 degree feedback? <ul><li>Feedback on behaviour from multiple perspectives – often: </li></ul><ul><ul><li>Self,...
What is 360 measuring?
Why 360º? <ul><li>To enable growth and learning  </li></ul><ul><li>Focuses on performance at a behavioural level </li></ul...
Johari’s Window Known Unknown Known Unknown You Others Known arena Facade ? Blind spot
The Goal is Transformation
Measuring is the tool….
6 key factors to making it work  <ul><li>Declared commitment from key players </li></ul><ul><li>Positive communications an...
Neat ideas to help gain commitment….
Enabling a Paradigm Shift
The TI Methodology
<ul><li>    The Power of a Clear Goal      </li></ul><ul><li>Shifts your perspective </li></ul><ul><li>Playing a bigger ga...
<ul><li>Development in Context </li></ul>CONTEXT ECONOMY CULTURE BOSS JOB REGION COMPANY COUNTRY PEERS EDUCATION SYSTEM OW...
<ul><li>T A L E N T   I N N O V A T I O N S   Transformational Methodology </li></ul>
<ul><li>Tips and Secrets for Successful 360 </li></ul><ul><li>Choose a supplier to be your partner  </li></ul><ul><li>Crea...
Leadership Engagement is key…
… as is being clear on the ultimate goal
Contact: <ul><li>Elva Ainsworth </li></ul><ul><li>Managing Director </li></ul><ul><li>Talent Innovations Ltd </li></ul><ul...
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360 Degree Feedback: Ensuring Measurable, Sustainable Change

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Elva's presentation slides from the Learning and Skills Exhibition on the 26/27 Jan 2011

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  • ED: Before we look at the detail of this process let’s first cover why we are suggesting 360 at all: As the first stage of the LDP, it is the gateway to the whole process of personal insight and development Embedding the Leadership Profile – as Alan has just said, focusing on achieving the right kind of leadership is vital to the organisation right now. By feeding back to people about themselves, using the Leadership Profile, connects the Profile to themselves. It makes it personal and tangible. It is right for the LSC now because the culture is ready for it – incl. support from the Exec Board. One of the things of strategic importance is the skill of observing people, and feeding back. Not only is that the content of 360 °, it is also the process . As a practice it has high return for relatively low investment of time and resource.
  • ED: There is a danger in seeing 360 as a definitive measure of someone’s performance and/or potential - how ever it is just one angle on these – so what is it, and what is it not? It really is a mirror. It is how people see you, so it has an intrinsic truth to it. People feeding back is a real contribution to you. All sort of reactions can be expected – emotional, logical, resistance, defensiveness, interest, excitement… But it is not the absolute truth. And it is not setting boundaries about what you might be able to be in the future. Understanding your potential to be different better is the role of the development centre, which puts you in new situations and then looks at how you respond. Here, our focus is the development of self-awareness, creating commitment &amp; clarity about change.
  • As individuals, the participants can help by taking these actions on… Examples here e.g sharing feedback with own team in a positive way. “ Thank you for your feedback, I’m working through it…” [whatever the feedback is] “ Here’s my feedback, tell me more…” If it is seen to make a difference, respect and enthusiasm grows. If not, the process comes to be seen as irrelevant or a sham. Point about stories ‘getting around’!
  • 360 Degree Feedback: Ensuring Measurable, Sustainable Change

    1. 1. <ul><li>T A L E N T I N N O V A T I O N S </li></ul><ul><li>360 degree feedback: </li></ul><ul><li>ensuring measurable, sustainable change </li></ul><ul><li>Elva Ainsworth 26 th January 2011 </li></ul>
    2. 2. Agenda <ul><li>Welcome and introductions </li></ul><ul><li>Introducing 360 degree feedback </li></ul><ul><li>Purpose of 360 degree </li></ul><ul><li>Six key factors that make 360 really work </li></ul><ul><li>Top tips on how to implement a 360 for the best results </li></ul><ul><li>Integrating 360 into the broader change process </li></ul><ul><li>Questions and answers </li></ul>
    3. 3. <ul><li>T A L E N T I N N O V A T I O N S Our Passion and Commitment </li></ul><ul><li> “ Devoted to Development” </li></ul><ul><li>with brilliant online HR tools </li></ul><ul><li>and insightful psychological expertise. </li></ul>
    4. 4. What is 360 degree feedback? <ul><li>Feedback on behaviour from multiple perspectives – often: </li></ul><ul><ul><li>Self, Manager(s), Reports, Colleagues [8-12] </li></ul></ul><ul><ul><li>External parties e.g. customers, suppliers, experts </li></ul></ul><ul><ul><li>Other senior managers </li></ul></ul><ul><li>Assessment of competencies </li></ul><ul><ul><li>Benchmarked </li></ul></ul><ul><ul><li>Company/industry-specific </li></ul></ul><ul><li>Integral to career, performance </li></ul><ul><li>management or development </li></ul><ul><li>programme </li></ul>
    5. 5. What is 360 measuring?
    6. 6. Why 360º? <ul><li>To enable growth and learning </li></ul><ul><li>Focuses on performance at a behavioural level </li></ul><ul><li>Provides quality data from respected sources </li></ul><ul><li>Offers clarity on strengths and development needs </li></ul><ul><li>Forms an important piece of development planning </li></ul>
    7. 7. Johari’s Window Known Unknown Known Unknown You Others Known arena Facade ? Blind spot
    8. 8. The Goal is Transformation
    9. 9. Measuring is the tool….
    10. 10. 6 key factors to making it work <ul><li>Declared commitment from key players </li></ul><ul><li>Positive communications and branding </li></ul><ul><li>Visible openness to learning </li></ul><ul><li>Integrated support and follow-through </li></ul><ul><li>Integrity of process and system </li></ul><ul><li>Position that wherever people are up to is perfect </li></ul>
    11. 11. Neat ideas to help gain commitment….
    12. 12. Enabling a Paradigm Shift
    13. 13. The TI Methodology
    14. 14. <ul><li>  The Power of a Clear Goal     </li></ul><ul><li>Shifts your perspective </li></ul><ul><li>Playing a bigger game </li></ul><ul><li>Being committed </li></ul><ul><li>Being brave </li></ul><ul><li>Guides your actions day-to-day </li></ul><ul><li>Motivates you and others </li></ul><ul><li>The world reorganises itself around you.... </li></ul>
    15. 15. <ul><li>Development in Context </li></ul>CONTEXT ECONOMY CULTURE BOSS JOB REGION COMPANY COUNTRY PEERS EDUCATION SYSTEM OWN TEAM BUSINESS MODEL STRATEGY VISION
    16. 16. <ul><li>T A L E N T I N N O V A T I O N S Transformational Methodology </li></ul>
    17. 17. <ul><li>Tips and Secrets for Successful 360 </li></ul><ul><li>Choose a supplier to be your partner </li></ul><ul><li>Create a process that matches your objectives and your culture </li></ul><ul><li>Choose a model that will drive the required behaviours of the future </li></ul><ul><li>Have an expert write your 360 items for you </li></ul><ul><li>Choose the form of survey to meet your needs e.g. ipsative/normative </li></ul><ul><li>Select the appropriate benchmarks </li></ul><ul><li>Build your vision/values/strategic themes into the instrument </li></ul><ul><li>Include relevant hard business measures for later validation purposes </li></ul><ul><li>Work with a communications expert to brand the project and tool </li></ul><ul><li>Trial your new instrument - test the firewall, content, communications, process, report output and the follow-through </li></ul><ul><li>Make amendments to ensure it works 100% </li></ul><ul><li>Train up coaches/managers in skills to support 360s </li></ul><ul><li>Plan for follow-up and year-on-year comparisons </li></ul>
    18. 18. Leadership Engagement is key…
    19. 19. … as is being clear on the ultimate goal
    20. 20. Contact: <ul><li>Elva Ainsworth </li></ul><ul><li>Managing Director </li></ul><ul><li>Talent Innovations Ltd </li></ul><ul><li>www.talentinnovations.co.uk </li></ul><ul><li>[email_address] </li></ul><ul><li>Tel: +44(0)845 362 3269 </li></ul><ul><li>Mob: +44 (0)7966 128910 </li></ul>

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