USP-D 360 Degree Feedback Group Report


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360 Degree Feedback means management-diagnostic from a multi-perspective. The group report adds additional value: These aggregated reports consilidate and integrate the individual feedbacks to allow organizational information and an advanced level of reflection.

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USP-D 360 Degree Feedback Group Report

  1. 1. USP-D improve performance profit strategy group report effect added value 360feedback stakeholders HR team report team results management output comprehensiveUSP-D Deutschland Consulting GmbH 360feedback – profit and effect through team and group reports
  2. 2. USP-D360 feedbackAGENDA/KEY POINTS 1 Context 2 Group Report 3 Added Value 4 Discussion2
  3. 3. USP-D360 feedbackPODIUM PARTNERSUta Stiene Magnesita, Personnel DevelopmentAngelika Ehms Ferrostaal, Personnel DevelopmentCarmen Klann USP-D, Senior Consultant - 360feedback expertMODERATIONPetra Schulte USP-D, Managing Director3
  4. 4. USP-D360 feedbackLOCALISATION 360feedback means management-diagnostic from a multi-perspective. Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is the catalyst of behavioral change.4
  5. 5. USP-D360 feedbackGROUP REPORT GENESIS in a Nutshell 2008 2005 special group reports on demand 2003 standard group Clusters: regions, reports on functions, positions, 2001 5 years of demand for all groups, relevant data customers: 1998 360feedback 1st group comparisons + competences hypotheses + web application report for peculiarities recommendations 360feedback individual in USP-D customers5
  6. 6. USP-D360 feedbackHR Initiatives and Issues for 2011 – 2012 0% 10% 20% 30% 40% Talent/performance systems Streamline processes/systems More involvement in strategic business-driven issues Recruiting/staffing services/systems Upgrade HRMS Reporting/analytics Compensation/benefit services/systems Training 360 feedback Systems integration Define human capital metrics and dashboards New HRMS Accuracy of data Manager self-service Payroll/time management services/systems Cost Employee self-service HR website/usabilityTowers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa.More than half (55%) are global or multinational companies..6
  7. 7. USP-D360 feedback5 MYTHS and MISCONCEPTIONS MYTH TRUTH 1. 360 surveys only work in big companies. 1. Not the WHERE - the WHAT FOR counts 2. 360 surveys aim to control the 2. Conducted with care you support a managers and enhance distrust and positive feedback culture + enhance fear. They lead to consequences. commitment. 3. 360 surveys are a complete feedback 3. 360 results without context + transfer process and replace PDA. no positive effect 4. 360 surveys are a change. 4. 360 = tool Development + change = processes 5. Conducting 360s needs a mature 5. 360 surveys need a clearly defined organization and does not fit in a purpose. Repeated in reasonable change process. intervals they support change.7
  8. 8. USP-D360 feedbackTHE TYPICAL PROCESS Reasonable Repetitions: What should be achieved? relevance Who are the main beneficiaries? effect change PURPOSE REVIEW DEFINITION 360FB TRANSFER COMPLETION MT or HR: Short to long term action plan for ‘change’ REPORT DEBRIEFING REFLECTION PHASE GROUP 1 cumulated picture for the team: trust + commitment REPORT N cumulated pictures for the DEFINITION organization: understanding + growth Analysis Areas = Cluster Definition8
  9. 9. USP-D360 feedbackREPORT SECTION Management Summary Highlights/Lowlights, Development Areas, Ranking of Competencies Demographic/Statistical Summary Statistical Distinctions and Development Main Report Comparison: Competencies, Target Groups, Stakeholder Groups, Timeline Interpretation and Recommendation Development Portfolio Recommendations, Measures, Planning, Priority Indication, HypothesesCustomers’ key interest: No figures and tables but Hypotheses and Recommendations!9
  10. 10. USP-D360 feedbackFeedback Accumulation - ADDED VALUE Performance = Ability x Motivation x Opportunity Group Report Team DebriefingMeasures Definition Cultural Campaigns Organizational Issues Programs Trust, Climate Change Necessities Individual Report, Feedback10
  11. 11. USP-D360 feedbackGroup Report - ADDED VALUE for MANAGEMENT (Feedback from Customers) 0% 20% 40% 60% 80% 100% detect success barriers (strategy) anchor performance criteria link indiv. leadership to team/org. dev. align business strategy with HCM identify changes in management style optimize cooperation industry benchmarksReferring to 2010-2012, Status 09 20 2012, 39 organizations11
  12. 12. USP-D360 feedbackGroup Report - ADDED VALUE for HR (Feedback from Customers) 0% 20% 40% 60% 80% 100% program effectiveness (gmt. Dev.) talent management (needs/design) organizational development identification of survey areas integration of company values success evaluation PD processes HR planning/forecastReferring to 2010-2012, Status 09 20 2012, 39 organizations12
  13. 13. USP-D360 feedbackDISCUSSION What are your experiences with surveys (here: group reports) so far? What is from your perspective part of an effective group report? How should the board/management deal with survey results? How would you like to be supported in reflection and transfer?13
  14. 14. USP-D360 feedbackYour questions... Looking forward to seeing you! Visit us in 11.3 , at U.20 Petra Schulte USP-D www.usp-d.com14