The 11 Components of a “Best-of-Class” 360° Assessment

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Video Recording: http://zengerfolkman.com/webinars/
Audio Podcast Recording: http://zengerfolkman.com/podcast-ep-81-the-11-components-of-a-best-of-class-360-assessment

360-degree assessments have become a common practice today. In fact, 85% of Fortune 500 organizations use multi-rater feedback (360s) as the backbone of their leadership development programs. Why are these assessments so important? Because leaders receive information that they would otherwise never receive.

There are hosts of 360s on the market today and not all are equal. There may be similarities but there are also some major differences. So, when choosing a tool, what should you look for? What are the most important components in a 360?

During this webinar, Dr. Jack Zenger and Dr. Joe Folkman discuss the 11 components of a “Best of Class” 360 Assessment. Participants will:

Learn what the 11 components are.
Receive a brief explanation of each of these 11 features & benefits.
Learn how the competencies and items were empirically derived.
See a response scale that avoids a false positive.
Review and compare scores to a high standard (75th and 90th percentile norms).
See how a leader’s current impact on direct reports is measured.
Identify the competencies that are most important.
Learn and understand our unique strengths-based emphasis

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The 11 Components of a “Best-of-Class” 360° Assessment

  1. 1. © 2016 Zenger Folkman The 11 Components of a “Best-of-Class” 360° Assessment Dr. Jack Zenger and Dr. Joe Folkman
  2. 2. Dr. Joe Folkman President Joe Folkman, Ph.D., is globally recognized as a top leader in the field of psychometrics, leadership, and change. He is a consultant to some of the world’s most successful organizations, a best-selling author, and a frequent keynote speaker and conference presenter. His research has been reported in numerous publications including, The Harvard Business Review, Forbes, CLO Magazine, The Wall Street Journal, Huffington Post, Business Insider, CNN, and others. For more go to: http://zengerfolkman.com/joe/ © 2016 Zenger Folkman Dr. Jack Zenger Chief Executive Officer Jack Zenger, D.B.A., is a world-renowned behavioral scientist, bestselling author, consultant, and a national columnist for Forbes and Harvard Business Review. With more than five decades of experience in leadership development, he is recognized as a world expert in the field of people development and organizational behavior. His ability to connect with Executives and audiences though compelling research and inspiring stories make him an influential and highly sought-after consultant and speaker. For more go to: http://zengerfolkman.com/jack/
  3. 3. © 2016 Zenger Folkman • 85% of Fortune 500 organizations use multi-rater feedback (360s) as a central part of their leadership development program. • They have found that it works very effectively. • Leaders gain information they would otherwise never obtain. 360s and Leadership Development Programs
  4. 4. © 2016 Zenger Folkman Is There a Real Difference Between One 360 Assessment and Another? • Most people believe that they have good taste in decorating but it’s easy to see the difference. • Many internally developed 360 assessments utilize an organizations time and resources but fail to deliver meaningful change.
  5. 5. © 2016 Zenger Folkman • Lots of 360s options. • Not all equal. • Lots of similarities but there are some major differences. Wide Variety of 360s Available
  6. 6. © 2016 Zenger Folkman POLL Describe Your Personal Experience With Using a 360. • Positive: good experience • Neutral • Negative: bad experience
  7. 7. © 2016 Zenger Folkman POLL Describe Your Personal Experience With Using a 360. • Positive: good experience • Neutral • Negative: bad experience — 60% — 25 % — 15%
  8. 8. © 2016 Zenger Folkman “Your 360 assessment really popped! What did you do to make the survey work so well?” From an Executive from a Fortune TOP 20 Company Here are some reasons for that…
  9. 9. © 2016 Zenger Folkman 11 Things to Look for in a Best of Class 360 Assessment 1. Empirically derive the competencies and items 2. Use a response scale that avoids a false positive 3. Compare scores to a high standard 4. Measure a leader’s current impact on direct reports 5. Identify the competencies that are most important 6. Emphasize building on strengths 7. Focus written comments on fixing fatal flaws 8. Data Security 9. Make it an efficient process 10. Make reports simple and intuitive 11. Provide insights to leaders on how to build a strength
  10. 10. © 2016 Zenger Folkman • Brief explanation of each of these 11 features & benefits. • Conclude with providing each participant with a way of getting a first-hand experience with the tool. Webinar Agenda
  11. 11. © 2016 Zenger Folkman • Organizations became interested in custom 360s. • Data set of 200,000 evaluations on 20,000 people. • The approach: identify those competencies that differentiated high performers from average or poor performers. 1. Empirically Derive the Competencies and Items
  12. 12. © 2016 Zenger Folkman Intraocular Method Identifying the Best Survey Items Statistical Research
  13. 13. © 2016 Zenger Folkman “Think about Quitting” percentage is the percent of employees responding neutral or negative to the item “I rarely think about quitting my job and going to anther company.” Results based on 2,865 leaders Differentiating Items Predict Outcomes 0 10 20 30 40 50 60 70 80 90 1st - 10th 11th - 20th 21st - 30th 31st - 40th 41st - 50th 51st - 60th 61st - 70th 71st - 80th 81st - 90th 91st - 100th Leadership Effectiveness Percentile %ofEmployeesinWorkGroupsthat “ThinkaboutQuitting”
  14. 14. © 2016 Zenger Folkman Can you predict key organizational outcomes from leaders scores on their 360 assessment?
  15. 15. © 2016 Zenger Folkman • Listens carefully and attentively. • Respondent — “This person is an okay listener.” • Participant — “I am doing pretty good on listening; I got a four out of five.” Scale Created a False Positive 2. Use a Response Scale that Avoids a False Positive 5 – Strongly Agree 4 – Agree 3 – Neutral 2 – Disagree 1 – Strongly Disagree
  16. 16. © 2016 Zenger Folkman • Listens carefully and attentively. • Respondent — “This person is an okay listener.” • Participant — “I am okay.” Using this scale, the average response to survey items decreased by .75 Avoid the False Positive 5 – Outstanding Strength 4 – Strength 3 – Competent 2 – Needs Some Improvement 1 – Needs Significant Improvement
  17. 17. © 2016 Zenger Folkman 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Global Norm 3. Compare Scores to a High Standard
  18. 18. © 2016 Zenger Folkman Comparisons to the 90th Percentile 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Best Leaders
  19. 19. © 2016 Zenger Folkman Our Extraordinary Leader norms are generated from over one million assessments on over 80,000 leaders across the globe. Normative Comparisons to the Overall Company, Industry, or Geography
  20. 20. © 2016 Zenger Folkman • The direct reports are asked 5 questions that assess their level of satisfaction, commitment, and confidence in the organization. • These 5 items correlate .80 or higher to the best validated engagement measures in the industry. 4. Measure a Leader’s Current Impact on Direct Reports I feel confident that this company will achieve its strategic goal. My work environment is a place where people want to go the extra mile. I would recommend this company as a good place to work. I rarely think about quitting my job to go to a different company. All in all, I'm satisfied with this company as a place to work. Employee Commitment Index
  21. 21. © 2016 Zenger Folkman Leadership Effectiveness versus Employee Engagement/Commitment 0 10 20 30 40 50 60 70 80 90 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100 EmployeeEngagementPercentile Leadership Effectiveness Results from 66,869 Global Leaders
  22. 22. © 2016 Zenger Folkman Employee Engagement and Commitment vs. Leadership Effectiveness Across the World 0 10 20 30 40 50 60 70 80 90 100 Bottom 10% 11th-35th 36th-65th 66th-90th Top 10% Employee Engagement Percentile Overall Leadership Effectiveness United States Canada Europe Latin America Middle East Asia Africa
  23. 23. © 2016 Zenger Folkman Leaders Receive Insight into the Commitment of Their Direct Reports
  24. 24. © 2016 Zenger Folkman 5. Identify the Competencies that are Most Important
  25. 25. © 2016 Zenger Folkman XYZ Organization—Importance Rankings • Aggregate analysis provides insights about what is important across the organization. Manager Peer Direct Report Self Other Total Solves Problems and Analyzes Issues 112 380 196 104 353 1145 Technical/Professional Expertise 103 380 158 94 332 1067 Communicates Powerfully and Prolifically 49 260 172 68 252 801 Collaboration and Teamwork 69 282 132 69 237 789 Drives for Results 83 215 101 61 186 646 Inspires and Motivates Others 43 139 191 61 186 620 Develops Strategic Perspective 35 145 97 42 162 481 Displays High Integrity and Honesty 22 136 118 25 137 438 Builds Relationships 19 151 95 34 114 413 Connects the Group to the Outside World 25 139 77 31 141 413 Innovates 49 133 53 36 129 400 Develops Others 30 73 155 36 100 394 Takes Initiative 39 114 50 15 98 316 Champions Change 36 83 79 22 96 316 Demonstrates Financial Responsibility 14 53 35 18 56 176
  26. 26. © 2016 Zenger Folkman 6. Emphasize Building Strengths 18 50 81 0 10 20 30 40 50 60 70 80 90 Fatal Flaws with No Strengths No Fatal Flaws - No Strengths Profound Strengths - No Fatal Flaws OverallLeadership EffectivenessPCTL
  27. 27. © 2016 Zenger Folkman 48 percent of leaders without fatal flaws improved. Results for 4,000 leaders who showed significant improvement Leaders with No Fatal Flaws Improved 20 Percentile Points 55 75 0 10 20 30 40 50 60 70 80 Pre-Test Post-Test OverallLeadership EffectivenessPercentile
  28. 28. © 2016 Zenger Folkman Leaders at all levels were able to build strengths. Analysis of Leaders Who Build Strengths by Level in the Organization 56 55 56 57 58 75 75 75 80 74 0 10 20 30 40 50 60 70 80 90 Top Mgnt Senior Mgnt Middle Mgnt Supervisors Individual Contributors Pre-Test Post-Test
  29. 29. © 2016 Zenger Folkman Old Approach • What are this person’s strengths? • Is there anything this person could do that would improve their effectiveness? 7. Focus Written Comments on Fixing Flaws Results • List of strengths. • Long list of weaknesses. Is there a difference between a weakness and a fatal flaw? Message – Focus on your weaknesses
  30. 30. © 2016 Zenger Folkman Is there anything this person does that might be considered a fatal flaw or significant weakness? Fixing Fatal Flaws
  31. 31. © 2016 Zenger Folkman 61 percent of leaders with fatal flaws improved. 29 Percent of Leaders had One or More Fatal Flaws 18 46 0 5 10 15 20 25 30 35 40 45 50 Pre-Test Post-Test OverallLeadership EffectivenessPercentile
  32. 32. © 2016 Zenger Folkman Leaders at all levels were able to improve fatal flaws. Analysis of Leaders with Fatal Flaws by Level in the Organization 21 18 18 17 17 46 44 46 50 44 0 10 20 30 40 50 60 Top Mgmt Senior Mgmt Middle Mgmt Supervisors Individual Contributor Pre-Test Post-Test
  33. 33. © 2016 Zenger Folkman • A new criteria for many clients is that they are very concerned about the security of their data. • The information is safe. We have passed the world’s toughest audits from our financial services and telecommunications clients. 8. Data Security
  34. 34. © 2016 Zenger Folkman • The survey is short but rigorous. We measure the 16 differentiating competencies in 49 items. • The website is simple to use and accommodates multiple languages plus company specific customizations. 9. Make It An Efficient Process
  35. 35. © 2016 Zenger Folkman 10. Make Reports Simple and Intuitive
  36. 36. © 2016 Zenger Folkman Desired Future Performance 11. Provide Insights on How to Build a Strength Current Performance People question ability on technical expertise People have confidence in technical expertise More Better Faster Smarter
  37. 37. © 2016 Zenger Folkman Linear versus Non-linear Development If Technical Expertise is a Significant Weakness If Technical Expertise is a Strength Technical Expertise Get a mentor Read a book Take a class Read more books Take more classes Get two mentors
  38. 38. © 2016 Zenger Folkman The Competency Companion Development Guide provides research from thousands of leaders on how to build a profound strength. The research examined what the best leaders did to build their competence on each of the 16 differentiating competencies. The process is called non-linear development. Competency Companions Provide Non-linear Insights Develops Others Solves Problems & Analyzes Issues Honesty & Integrity Can Be Trusted to Act in the Team’s Best Interest Relationship Building & Networking Communicates Powerfully Takes Initiative Desires to Pursue Excellence Technical/ Professional Expertise
  39. 39. © 2016 Zenger Folkman POLL Earlier we asked you to describe your personal experience with using a 360. What caused the negativity? • Focus on weakness • Expectations were not clear • Poor development plans • No follow-up • No real improvement
  40. 40. © 2016 Zenger Folkman 11 Things to Look for in a Best of Class 360 Assessment 1. Empirically derive the competencies and items 2. Use a response scale that avoids a false positive 3. Compare scores to a high standard 4. Measure a leader’s current impact on direct reports 5. Identify the competencies that are most important 6. Emphasize building on strengths 7. Focus written comments on fixing fatal flaws 8. Data Security 9. Make it an efficient process 10. Make reports simple and intuitive 11. Provide insights to leaders on how to build a strength
  41. 41. © 2016 Zenger Folkman A couple of ways to try: 1. Purchase an individual assessment 2. Attend a public workshop If You are Interested, Take a Test Drive Contact us: info@zengerfolkman.com
  42. 42. © 2016 Zenger Folkman Conclusions 1. Many 360-degree instruments to choose from. 2. Some similarities. 3. Strong and important differences. 4. Zenger Folkman’s 360s are designed specifically with all 11 elements discussed. We look forward to answering any questions you may have.
  43. 43. © 2016 Zenger Folkman Thank you!

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