Full circle around 360 degree feedback May 2012
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Full circle around 360 degree feedback May 2012

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Full circle around 360 degree feedback May 2012 Full circle around 360 degree feedback May 2012 Presentation Transcript

  • Full circle around 360 degree feedback by Toronto Training and HR May 2012
  • 3-4 Introduction to Toronto Training and HR 5-6 DefinitionContents 7-8 9-10 Giving great feedback Typical issues 11-13 Questions to ask 14-17 Rationale for 360 degree feedback 18-20 Central principles to adopt 21-23 Questionnaire wording 24-27 Benefits of online 360 degree feedback 28-30 What does a helpful feedback report look like? 31-32 What can it achieve? 33-34 Cultural attributes that support the use of 360 degree feedback 35-36 Transparency 37-38 Benefits of asking for feedback 39-41 Dos and don‟ts to make the most of feedback 42-43 Challenging perceptions 44-47 Selecting a system 48-49 What‟s so good about 360 degree feedback? 50-51 Selling 360 degree feedback to senior management 52-53 Drill 54-55 Conclusion and questions
  • Introduction Page 3 View slide
  • 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 event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4 View slide
  • Definition Page 5
  • DefinitionHistoryWhat is 360 degree feedback? Page 6
  • Giving great feedback Page 7
  • Giving great feedbackBe honest, clear and specificDo it oftenGive it the time it deservesDocument it……but make it about more than filling out formsDo it in privateGive credit as well as criticismSet out clear plans and benchmarksChoose your words carefully Page 8
  • Typical issues Page 9
  • Typical issuesFitDesignSkillCommunicationAdministration Page 10
  • Questions to ask Page 11
  • Questions to ask 1 of 2To what extent does the organization value peopledevelopment in general?How important is feedback within theorganization?What is the organization‟s attitude to risk-takingand failure?How open is senior management to the concept of360 degree feedback? Page 12
  • Questions to ask 2 of 2How would 360 degree feedback help theorganization achieve its goals?How would the process fit with other HR andperformance management systems?What processes would be put in place to promotetraining and support feedback givers andreceivers? Page 13
  • Rationale for 360 degree feedback Page 14
  • Rationale for 360 degree feedback 1 of 3360 degree feedback can become a powerfulorganizational intervention to increase awarenessof the importance of aligning leader behavior, workunit results and customer expectations, as well asincreasing employee participation in leadershipdevelopment and work unit effectiveness Page 15
  • Rationale for 360 degree feedback 2 of 3360 degree feedback recognizes the complexity ofmanagement and the value of input from varioussources-it is axiomatic that managers should notbe assessing behaviours they cannot observe, andthe leadership behaviours of subordinates may notbe known to their managers Page 16
  • Rationale for 360 degree feedback 3 of 3360 degree feedback calls attention to importantperformance dimensions that may hitherto havebeen neglected by the organization360 degree feedback can overcome biasedappraisals because the organization is not relyingon one person‟s view and the inherent prejudiceshe or she may have Page 17
  • Central principles to adopt Page 18
  • Central principles to adopt 1 of 2The questions set are short, clear and relevant tothe person‟s jobThe respondents are credible to the recipient (inmany instances recipients choose the respondents)respondents are given guidance about theinformation they should be providing, for exampleasking for specific examples of certain behavioursor only providing comments that can be supportedwith evidence Page 19
  • Central principles to adopt 2 of 2Feedback is only given by individuals trained togive it Page 20
  • Questionnaire wording Page 21
  • Questionnaire wording 1 of 2Questions should be relevant to the recipients jobIf they are not, the recipient will not be motivatedto change or indeed understand which changesare requiredEach question should be concise, use plain English,and omit qualifiers, such as ‟when appropriate„ and‟as necessary„Vague, complex questions rarely produce clearfeedback Page 22
  • Questionnaire wording 2 of 2Each question should relate to a clearly-definedcompetency and follow a uniform structure, asmuddled competencies make for muddledfeedbackQuestions should set clear and appropriatestandards, for example ‟makes decisions„ is a poorcriterion as the decisions made could be unclear,late, autocratic or wrong Page 23
  • Benefits of online 360 degree feedback Page 24
  • Benefits of online 360 degree feedback 1 of 3Recipients can choose the competencies on whichthey wish to receive feedbackConfidentiality is improved, as questionnaires andreports can be protected by passwordsAccuracy is enhanced as online system settingscan ensure that essential data is provided Page 25
  • Benefits of online 360 degree feedback 2 of 3Data entry settings can also improve the quality offeedback by, for example, requiring that aminimum number of questions are answered andstipulating minimum percentages of critical andpositive feedbackReports are available online; answers can becollated instantly, so reports are immediatelyavailable and up-to-date, while they can alsoinclude comparison with previous feedback Page 26
  • Benefits of online 360 degree feedback 3 of 3The amount of administration required is muchreduced as individuals can be responsible formanaging their own feedback, requesting feedbackand chasing late questionnairesDemographic information can be collected and fedinto the production of summary reports Page 27
  • What does a helpfulfeedback report look like? Page 28
  • What does a helpful feedback report look like? 1 of 2Are concise and simple to understand – lengthy orcomplex reports simply add to employees‟workloadAre visual – they use graphics to make findingsstand out, and make it easy to see patterns and toexplore differences between questions anddifferent respondentsAre self-explanatory – they need almost noexplanation or interpretation Page 29
  • What does a helpful feedback report look like? 2 of 2Avoid averages, statistics or factors – they focusinstead on provide the ratings and writtencomments given by individual respondents (asaverages may hide important information) Page 30
  • What can it achieve? Page 31
  • What can it achieve?Identifying differences between the way individualssee themselves and how they are perceived byothersEstablishing differences between the perceptionsof different groups of respondents (for example,do the recipients direct reports have a differentview to his or her line manager?)In so doing, helping to make performancemanagement a more objective and fair process Page 32
  • Cultural attributes thatsupport the use of 360 degree feedback Page 33
  • Cultural attributes that support the use of 360 degree feedbackOpen communication and widespread sharing ofinformationEmployee involvement in decision-makingA high level of accountability for performanceA high level of trust and openness Page 34
  • Transparency Page 35
  • TransparencyCOMMUNICATE TO ALL PARTICIPANTSThe purpose of the processHow the feedback data will be usedWho will have access to the results Page 36
  • Benefits of asking for feedback Page 37
  • Benefits of asking for feedbackIdentifying your strengthsSeeing into your blind spotsMeeting your goalsPreparing for advancementBecoming more effective Page 38
  • Dos and don’ts to make the most of feedback Page 39
  • Dos and don‟ts to make the most of feedback 1 of 2Do choose just one or two areas to work onDo focus as much on your strengths as yourweaknessesDo save your feedback for a specific time set asidefor review and reflectionDo seek further detail and clarification as neededDo take notes and explore your observationsDon‟t choose too many areas to work on Page 40
  • Dos and don‟ts to make the most of feedback 2 of 2Don‟t focus on the “bad stuff”Don‟t just skim the feedbackDon‟t hold feedback against the people who gaveit to youDon‟t put the feedback in a drawer Page 41
  • Challenging perceptions Page 42
  • Challenging perceptionsThe feedback on an aspect of behaviour is theopposite of what the recipient expectsAn aspect of behaviour is shown to be more (orless) important as an explanation of individualperformance than the recipient perceives to be thecaseFindings can highlight specific relationshipsbetween aspects of behaviour Page 43
  • Selecting a system Page 44
  • Selecting a system 1 of 3Manage the systemUse trained personnelThey aren‟t the same! Page 45
  • Selecting a system 2 of 3POINTS TO CONSIDERIs it reliable and valid?Is the system easy to run?Do you have some flexibility?What‟s important to the role?Can confidentiality be guaranteed?Are comparison reports available?Can you easily obtain an executive summary? Page 46
  • Selecting a system 3 of 3POINTS TO CONSIDERDoes the system allow written comments?Are effective coaching and development programsavailable?How much does it cost? Page 47
  • What’s so good about 360 degree feedback? Page 48
  • What‟s so good about 360 degree feedback?Increased productivityIncreased training ROIImproved communicationIncreased leadership effectivenessImproved retention Page 49
  • Selling 360 degreefeedback to senior management Page 50
  • Selling 360 degree feedback to senior managementLeaders need feedback urgentlyLeadership training is not proving effectiveMeasuring how engaged the workforce is Page 51
  • Drill Page 52
  • DrillPage 53
  • Conclusion and questions Page 54
  • Conclusion and questionsSummaryVideosQuestions Page 55