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  1. 1. What are some best practiceswhen conducting a 360-degreeassessment?ANSWERS FROM YOUR LINKEDIN GROUP, THE EMOTIONAL INTELLIGENCE CONNECTION
  2. 2. Pick the right ratersEnsure the quality of the rater group for trustand a clear, meaningful relationship.Ed HennessyCertified Emotional Intelligence Consultant, Trainer and Executive Recruiter
  3. 3. Have the right championThe person who champions the process isimportant. It needs to be championed fromthe top - from business or line leaders as wellas by HR. Its a cumbersome process so itneeds to be deployed at a speed that can beabsorbed by the organization with thesponsorship of the Executive Team.Anita ShiltonExecutive Coaching and Organizational Consultant
  4. 4. Ask questionsWhat is the purpose? What value will the 360provide? How will the information generatedbe used? Is the 360 being used for individualand team development? Using a 360 withoutfirst answering these key questions may notprovide value. The 360 can actually become avehicle that causes disruption.Virg SetzerExecutive Coach, Social & Emotional Intelligence Coach, OD & Change Coach and Management Instructor
  5. 5. Remember these 3 things1) Ensure anonymity for the raters and their ratingsand comments;2) Maintain the confidentiality of results; and,3) Understand that the results are owned andcontrolled by the person being ratedi.e., the information is not used for performance evaluation. Research shows that in the absence of the right information, people will not give honest ratings - they willbe inflated. (Source: The Handbook of Leadership Development, Center for Creative Leadership, and The Leadership Machine, Lominger. Both books have chapters on360s with research-based information.)Chuck PrattOwner and President at Charles Pratt Consulting, Inc.
  6. 6. InterviewI do interviews first to gather informationabout the organization before explaining theassessment so that the questions take intoaccount their universal values(listening, respect, and so forth). That way, Ihave enough specifics to attach to and bringfocus to the assessment process.Mac BogertPresident at Allen Zabriskie Associates
  7. 7. Do not tie to performance reviewsI saw this done where the 360 was used aspart of annual performance reviews, andpeople were paranoid about who was "ratingthem" since this affected raises and bonuses. (Ialso saw the confidentiality of the raterscompromised by one manager).Jeff FurmanPMP Instructor, Book Author and Presentation Skills Certification Trainer
  8. 8. Be wary of “piling on”Be wary of the potential for a "piling on" opportunitywherein a team or group who are disgruntled with the360 candidate really let that person have it andexaggerate the negative. It becomes fuel fordiscussion/exploration and hopefully, remediation ofthe interpersonal dynamics between the candidate andgroup. However, it can be damaging if considered in thewrong light or by the wrong people (e.g., performancereview fodder).Kevan Schlamowitz, Ph.D.Owner at Schlamowitz Consulting
  9. 9. Discuss key themesI always recommend that candidates share the key themes(not necessarily the whole report) from their feedback withtheir raters, then ask for support and ongoing feedback. Ifthere is a theme about the candidate who is not delegatingenough, I would recommend that the candidate sayssomething like one of the themes that emerged is that Idont delegate enough, so I will be sitting down with each ofyou to establish how I might do that more effectively…I often find the verbatim comments to be more insightfulthan the graphical data.Lynn ScottBoard Director at UK ICF
  10. 10. Thank you!A very appreciative thank you to the LinkedIn membersof The Emotional Intelligence Connection whoparticipated in our open-ended question*.Do you make emotional intelligence your business? Forengaging discussions, insightful resources andmore, join The Emotional Intelligence Connectionnow.*The answers may have been edited.