What are some of the bestpractices when conductinga 360-degree assessment?ANSWERS FROM YOUR LINKEDIN GROUP THE EMOTIONAL I...
Pick good raters“Ensure the quality of the rater group for trustand a clear, meaningful relationship”Ed HennessyCertified ...
Have the right champion“Who champions the process is important. Itneeds to be championed from the top-frombusiness or line...
Ask questions“What is the purpose? What value will the 360provide? How will the information generatedbe used? Is the 360 b...
Remember these 3 things“1) Anonymity for the raters for ratings andcomments2) Confidentiality of the results3) The results...
Interview“I do interviews first to gather data about theplace before detailing the assessment so thequestions, though refl...
Do not tie to performance reviews“I saw this done where the 360 was used aspart of annual performance reviews, andpeople w...
Be wary of “piling on”“Be wary of the potential for a "piling on" opportunitywherein a team or group who are disgruntled w...
Discuss key themes“I always recommend that candidates share the keythemes (not necessarily the whole report) from theirfee...
Understand the ‘ideal’ profile“When working with a 360 tool, I think it isvital to be clear what an ideal profile lookslik...
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What are some of the best practices when conducting a 360-degree assessment?

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What are some of the best practices when conducting a 360-degree assessment?

  1. 1. What are some of the bestpractices when conductinga 360-degree assessment?ANSWERS FROM YOUR LINKEDIN GROUP THE EMOTIONAL INTELLIGENCE CONNECTION
  2. 2. Pick good raters“Ensure the quality of the rater group for trustand a clear, meaningful relationship”Ed HennessyCertified Emotional Intelligence Consultant, Trainer, & Executive Recruiter
  3. 3. Have the right champion“Who champions the process is important. Itneeds to be championed from the top-frombusiness or line leaders as well as by HR. Its acumbersome process so it needs to bedeployed at a speed that can be absorbed bythe organization and with the sponsorship ofthe Executive Team.”Anna ShiltonExecutive Coaching and Organizational Consulting
  4. 4. Ask questions“What 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 notonly not provide value, the 360 can actuallybecome a vehicle that causes disruption.”Virg SetzerExecutive Coach, Social & Emotional Intelligence Coach, OD & Change Coach, Management Instructor
  5. 5. Remember these 3 things“1) Anonymity for the raters for ratings andcomments2) Confidentiality of the results3) The results are owned and controlled by theperson being ratedi.e., that the information not be used for performance evaluation, only development. Research shows that in the absence of these things, people willnot give honest ratings - they will be inflated. (Source: The Handbook of Leadership Development, Center for Creative Leadership, and The LeadershipMachine, Lominger. Both books have chapters on 360s with research-based information.)”Chuck PrattOwner and President at Charles Pratt Consulting, Inc.
  6. 6. Interview“I do interviews first to gather data about theplace before detailing the assessment so thequestions, though reflecting universal values(listening, respect, and so forth) have enoughspecificity to attach and bring focus.”- Mac Bogert
  7. 7. Do not tie to performance reviews“I 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, 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, but can be damaging if considered in the wronglight or by the wrong people (e.g. performance reviewfodder).”- Kevan Schlamowitz, Ph.D.Owner at Schlamowitz Consulting
  9. 9. Discuss key themes“I always recommend that candidates share the keythemes (not necessarily the whole report) from theirfeedback with their raters and ask for support and ongoingfeedback. If, for example, there is a them about thecandidate not delegating enough I would recommend thatthe candidate says something like one of the themes thatemerged is that I dont delegate enough so I will be sittingdown with each of you to establish how I might do thatmore effectively…I often find the verbatim comments to be more insightfulthan the graphical data.”- Lynn ScottBoard Director at UK ICF
  10. 10. Understand the ‘ideal’ profile“When working with a 360 tool, I think it isvital to be clear what an ideal profile lookslike, from the perspective of the client - rateeagreement, situational differences betweenratees which can be understood or consistencyacross rater groups.”- Geetu BharwarneyExpert Emotional Intelligence Top Team Coach, Researcher, Program Designer. Working with highknowledge organisations.

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