Jim: Next we will consider 360 reviews both from the theoretical and best-practices realm and from the HRTMS method for supporting them.
360 reviews or multi-rater reviews involve considering the opinions not just of an employee’s direct superior, but from a collection of individuals that the employee encounters as part of his or her work, often including a self-review. 360 refers to the 360 degrees of the circle of constituents that surround the employee with the employee in the center.
360 reviews have been around for quite some time, but have only recently become a staple of HR methodologies.WWII the German Military pioneered T-groups or sensitivity training (ironically)1950s Corporate: EssoThe advent of electronic polling capabilities in the 90s created an explosion of implementations of some form or other of 360 reviews Estimates by various sources suggest that 90% of the Fortune 500 and 50% of all US corporations use some form or degree of multi-rater reviewNow for a review of current research and best practices in 360 reviews
In a 2001 issue of Educational Leadership, author Karen Dyer said: "The 360-degree feedback process can be a powerful tool, but only if it is used wisely and judiciously.”The theoretical benefits are many, but they are not easily achieved.There is an opportunity to capture a much richer view of each employee, to really identify opportunities for behavioral improvements, job-specific skills improvements, and best of all to identify those people who are quietly having a very positive impact on the organization. Studies have also shown that the process, handled properly, can have a very positive effect on the sense of community in the organization, of ownership - and this has ripple effects in retention, productivity and creativity
The problem is that there are many ways to minimize or completely blow the positive effects of 360 reviews – doing more harm than good. Of course this is why we develop software, but more on that in a second. These are just some of the problems noted in the research. There is a geometric increase in interactions with each additional reviewer as the data must be collected, managed, analyzed considered and reported onThe data collected from all these sources can be suspect or divergent unless proper context is given.You need to consider employees, reviewers and your questions longitudinally to develop a meaningful understanding of their correlationsHaving more people involved in the review process requires that more people be trained in the review process and criterion and rubricAnalysis and interpretation Guidelines – need to be properly developed, communicated and auditedManage the feedback process – it is only data
For many reasons, 360 reviews are more susceptible to the foibles of performance reviews and human psychology than any other kind. Done poorly, you can give an employee the sense that he or she is being ganged up on, ambushed. Most critically, 360 reviews are damaging if there is a punitive air about them. For every measure, there must be a policy approach to determining and then coping with short-comings. The message here is that the individual is a valued member of the organization and we are all committed to their success.
The 360 review process will not cover for an ill-conceived competency construct, in fact it may expose it’s deficiencies faster. Unless there is a considered approach to aligning competencies with operations and strategy, it will be difficult to know what to do with 360 data and it may lead to the wrong people getting the wrong training resources.
The 360 review data needs to be considered like any other set of data. Chances are you won’t have enough reviews on any one employee to have a sample size that makes traditional statistical analysis helpful. You need to look for outliers in the data and understand them or cope with the appropriately.
There is a particularly effective time in the lifespan of an employee to use the 360 review. And now Mitch will talk about how we have developed our tool to support these concepts
Job descriptions are an anchor to a successful talent management program. The balance of competencies, criteria, tasks and outcomes define the primary context for what will and will not get accomplished…to the extent that they are also the basis for assessment of job performance.However, There are two overarching reasons that we were driven to create a special tool for managing job descriptionsThe accreditation requirements imposed by JAHCOThe explosion of highly-technical and specific job descriptions
JCAHO or the Joint Commission has clear expectation for the minimum requirements that all accredited facilities must meet and focuses on the population served and legal compliance for clinical positions, Competency-based rather than criteria-basedHealthcare has witnessed an explosion of specific job classifications making compliance a challenge, but a necessary one.
The fact is, the Joint Commission requirements represent our best thinking on job description management whether you are concerned with patient safety or organizational effectivenessThere is little doubt that many areas of work are becoming ever more specialized. Particularly in highly technical fields, the specifics of credentials, empirically measurable competencies, and ever-changing lists of software and hardware experience that make evolving teams effective are outside the realm of information that a busy HR department can keep on top of. Likewise, line managers are unlikely to remain highly attuned to the legal and policy issues that make up HR’s day. There are myriad article and papers that call for clear expectations as an integral part of job satisfaction and peak performance, but clearly this can only be achieved anymore with a tight collaboration between technical line managers and HR.
New Tools & Techniques:360 Reviews and Job Description Management Presented by Mitch Stephens, HRTMS, Inc Founder and CTO
• Part 1: Company and Products Overview• Part 2: 360/Multi-Rater Reviews• Part 3: Job Description Management• Questions and Wrap up
Based in North Carolina with offices in New JerseyWe offer an integrated, cost effective Talent Management suite: • TMS Performance - Performance management • TMS Compensation – Compensation ManagementWe offer the lowest TCO in the industryWe deliver solutions that meet 100% of your unique requirements
• Web-based Performance Management system• Paperless reviews are routed and signed electronically• Support goal management• Competencies by position• Career development and planning• Position management• 360/multi-rater• Even succession planning and learning management
• Web-based Compensation Management system that leverages your Excel spreadsheets• Online and Offline modes • Users can work online with the intuitive user interface, or download their Excel spreadsheets and work offline.• Supports merit, adjustment, promotion, bonus and all forms of variable comp and incentives• Any compensation plan, no matter how complex can be easily implemented without programming
One-click view of thePerformance Review from Compensation!
• Also known as Multi-Rater Reviews• “360” Refers to the 360 Degrees in a circle• Individual is in the center of the circle Internal Customers External Peers Customers Individual Direct Managers Reports
1940T-Groups 1955 Esso Engineering 2007 90% of the F500
A holistic view of the employee Great Potential Benefits Increased Best method toengagement and identify specificownership by all development reviewers opportunities
Goals lost to complexity of process Reviewers must beThe whole process normalized formust be managed empirical measures Many Potential Data must be Pitfalls LongitudinalAnalyzed and then correlations are Interpreted needed for repeatability Poor instructions make for poor raters
Goal Outcome Training, Development,Behavior Change or InterventionPerformance Change Training, Reassignment Retention, Promotion &Talent Identification Succession Planning It is a paradox of human psychology that while people remember criticism, they respond to praise.
• Competencies must be correlated to effectiveness• Mixture of Quantitative and Qualitative data from all sources allows for real-time pseudo-correlation• Self-Reviews are most useful to employee interpretation• Regular skill audits and job description audits increase effectiveness.
• Averages shouldn’t be trusted (Samples are too small)• Weighted Empirical Data (normalize by job and reviewer over time)• Investigate polarized feedback Data Analysis Interpretation
Who to Review Ineffective until sufficient contact with others Diminishing effect after a period of incumbency Reviewers will need Who to Ask Not every good employee will be a good reviewer instruction, context, or training When to Review Frequency based on outcome not calendar Synchronize with work cycles What to Ask Subset the review to avoid poll fatigue Longitudinal correlation with effectiveness & regular audit Statistics, Normalization, andAnalyze &Interpret Individual consideration of data Train and support managers Act on Findings Move directly to a development path Follow-up with reviewers
360° Reviews Manager compliment the Manager’s Performance Review Manager’s Annual review for EmployeeEmployee In TMS Employee Sign-off Performance, the manager controls the process
Step 1: Manager selects Reviewer, and sends a 360 Request Manager Reviewer Accept or Declines Request…Step 2: Reviewer Completes the 360 Review and Submits to Manager Manager Reviewer Step 3: Manager approves/rejects the 360 Review
• 360 function are under a single node• Manager gets full perspective of the 360 Activity
From the Tree view You can see a list of your employee‟s 360 reviewsFrom the Employee‟s Annual Performance review A list of 360 Reviews is shown in the formField by field comparison You can see a comparison of values from each reviewerAnalytics Can view graphical information about all reviews
360 Reviews are shown in the Employee‟s Annual PR Double-click to view.
• TMS Performance offers comprehensive 360 integration• 360 reviewers are selected by manager• Reviewers Accept or Decline the request• Custom forms can be used for 360 reviews (like other PRs)• Integrated workflow for 360 reviewers• Seamless viewing of 360 results in the final PR• Management tools gives the line-of-sight over the process
We will also have time at the end of the webinar for questions. Please submit them using the webinar control panel.
HR.1.20: The hospital has a process to ensure that a person‟s qualifications are consistent with his or her job responsibilities HR.1.30: The hospital uses data from clinical/service screening indicators and human resource screening indicators to assess and continuously improve staffing effectiveness. HR.2.20: Staff members, licensed independent practitioners, students, and volunteers, as appropriate, can describe or demonstrate their roles and responsibilities, based on specific job duties or responsibilities, relative to safety HR.2.30: Ongoing education, including in-services, training, and other activities, maintains and improves competence HR.3.10: Competence to perform job responsibilities is assessed, demonstrated, and maintained. HR.3.20: The hospital periodically conducts performance evaluations.
Assess Employee • Show On-going• Define Job Description improvement to • Demonstrate performance Employee Awareness Communicate Revise/Improve to Employee Job Description
• To keep Job descriptions relevant and accurate• Meet legal requirements (notably JCAHO for healthcare companies)• Reduce the burden on the HR group• Delegate the responsibility to managers who supervise the positions• Have a secure, structured and auditable process
• Use Word documents and email The usual problems arise with version control, security and accessibility.• Ignore the problem Many HR groups acknowledge that their job libraries are out of date• HR goes it alone HR departments lack knowledge about technical and specialized positions
Job Template Name, Description, Reports to, Supervises, Job code, minimum requirements Working Conditions Core Job/Dept Absolutes Values SpecificCategories Responds immediately Courtesy Privacy and Confidentiality Established protocols Service Accountability Independent Professional Leadership Appearance Communication Age-related needs Responsibility and Documentation Positive Commitment Image/Professionalism etc Competencies within the category
• Used to group competencies • You can separate the core values from job specific skills• Edit rights • Mark as „not editable by manager‟ if HR should control the category• Scoring Rules • Category can be scoring or non-scoring. • Weighting for the category (e.g., 10% for core values)
• Job competencies ratings usually contribute to the overall PR score. • Most organizations use a combination of objective and subjective scoring• Competencies ratings should include: • Core competencies common to all employees • Specific job responsibilities• Generic job descriptions • May reduce the effectiveness of the performance review • Especially true for specialized positions like nurses who require ratings for specific skills. • May not be able capture skills deficiencies and training requirements
This screen shows theline-by-line changesmade to this template
Shows the before and after text.Admin can modify this here
Administrator can return Template to manager if Save and Finalize ifmore revisions are needed everything is OK.
• For HR Group Manage Job Descriptions using a web-based system Easily locate the responsible manager for a position Delegate job descriptions to a manager Review changes and accept/reject each item Assign Employees to Job templates• For Managers View job descriptions Review the current employee assignments Revise jobs and resubmit back to HR
Thank YouTo Contact HR TMS or either of today’s presenters, please use:Mitch Stephens: HRTMS Founder and President firstname.lastname@example.orgJim Haviland: Marketing Director email@example.com
21st-Century Job Descriptions, Harvard Business Review 360 Support Critical to Effectiveness, Talent Management 360-Degree Feedback Revisited: The Transition From Development to Appraisal Competency-Based Job Description Administration Guide, University of Medicine and Dentistry of New Jersey The Promise of 360-Degree Feedback, Talent Management What Great Managers Do, Harvard Business Review