2. Apa itu Penilaian 360o?
Kenapa kita menggunakan 360o?
Siapa yang melakukan penilaian 360o?
Apa Keuntungan dan Kerugian 360o?
Bagaimana Cara melakukan 360o?
Apa yang membuat 360o gagal dan
bagaimana mengatasinya?
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5. Alat penilaian Kinerja yang
menggunakan
Feedback/masukan dari banyak
sumber dari orang-orang yang
bekerja dekat dengan yang
dinilai
Disebut juga dengan Multirate
Feedback, Multisource
Feedback, & Multisource
Assesment
Dilakukan dengan metode
interview atau kuesioner
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9. Who uses 360° Feedback?
90% of Fortune 500 firms use some
form of 360-degree feedback
(Edwards & Ewen, 1996)
According to
• Development AMA, 90% use it for
• Appraisal both
• Education
• Succession Planning
• Team Formation and Effectiveness
• Bonus Assignment
• Administrative Actions
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10. Perusahaan Yang Menggunakan Penilaian 360o
American Airlines Intel
AT&T Herman Miller
American Express JP Morgan
Boeing Morgan Stanley
Compaq Motorola
General Electric Procter & Gamble
Glaxo Smith Klein Levi Strauss
General Mills 3M
Hewlet-Packard Fed Ex
Pepsi Co
Allianz
Virgin Atlantic
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11. 1. Memperoleh Umpan Balik dari berbagai sumber
2. Mengurangi resiko terjadinya diskrimanisasi
3. Mengembangkan kerjasama yang erat diantara
anggota team
4. Memahami kebutuhan pengembangan
perorangan atau organisasi
5. Menyediakan Informasi yang tepat
6. Meningkatkan Kualitas kerja
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12. Karena biasanya dilakukan secara anonim, karyawan
yang memperoleh penilaian tidak bisa mendapatkan
penjelasan lebih lanjut mengenai apa yang
melatarbelakangi penilaian tersebut. Dalam situasi
seperti ini, penerimaan terhadap hasil penilaian tentu
cenderung menurun.
Karena dilakukan oleh para penilai yang kurang
berpengalaman dan kurang terlatih, akurasi hasil
penilaian ini cenderung meragukan. Apa yang terjadi
kemudian adalah inflasi nilai —dimana kinerja semua
orang tampak bagus— atau sebaliknya deflasi nilai.
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13. Karena dilakukan oleh banyak penilai, tidak jarang
hasil penilaian yang diperoleh justru saling
bertentangan tanpa bisa ditentukan penilaian siapa
yang sebenarnya lebih akurat (Vinson, 1996).
Berbeda dengan penilaian kinerja konvensional yang
hanya membutuhkan dua penilai dan satu formulir,
metode ini mempersyaratkan adanya beberapa
penilai dengan sejumlah formulir. Konsekuensinya,
untuk menerapkan penilaian 3600, diperlukan lebih
banyak waktu (dan kertas).
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14. Untuki Menilai Kebutuhan Pelatihan dan
Pengembangan
Untuk menyediakan informasi kompetensi untuk
rencana suksesi
Ketika Manager tidak bisa terlibat secara mendalam
dalam kegiatan harian karyawan
Untuk penerapan evaluasi kinerja
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15. 1
• Perancangan dan Perencanaan implementasi 3600
2
• Komunikasi dan Kick Off Meeting
3
• Distribusi kuesioner / Proses report
4
• Konsultasi Feedback
5
• Rencana pengembangan
6
• Implementasi dan Follow Up
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16. 1 Perancangan dan Perencanaan
1. Merancang Kuesioner
2. Menentukan respondent
3. Perencanaan implementasi
4. Reporting, Feedback dan
Follow up
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17. 2 Komunikasi dan Kick Off Meeting
1. Menyampaikan tujuan
360o
2. Komunikasi tentang
cara memberikan penilaian
dan pelaksanaan
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20. 360 Report Sections
• Demographic Summary
Shows the number of respondents in each rater
group.
• Dimensions Summary
Shows summary scores for each of the selected
competencies.
• Focus Areas
Highlights the highest and lowest average scores
(relative to the norm).
• Main Report
Shows the average scores by rater group for each
competency area and behavior.
• Derailers
Behaviors that get in the way of optimal results, such
as Aloof, Volatile, Overly Cautious, Perfectionist.
• Written Comments
Shows the exact comments made by your raters
about your strengths and areas for improvement.
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21. 4 Konsultasi Feedback
Understanding the Report
Very
Poor Poor Fair Average Good Excellent Outstanding
Self 1 6.0
14.
Supervisor 1 4.0
Consistently
delivers Peer 3 5.1
superior Direct Report 4 4.8
results. Other 7 3.9
The bars show the
Survey categories and
average scores for
questions describe leadership
each rater group.
competencies appropriate to
the role. The numbers indicate The vertical red line
the number of people indicates the “Norm”
responding in each (average score for all
rater group. participants).
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22. Reactions to your feedback
Energy
SARA Model
What people say What people say while What people say in What people say in
when in SHOCK: in ANGER: RESISTANCE: ACCEPTANCE:
• “What??? I don’t • “They’re venting their • “Nobody is perfect--we • “How can I best use this
understand this frustrations!” all have faults.” feedback?”
report.” • “The survey doesn’t • “That’s just the way I • “What can I do to
• “It’s just a survey.” really fit my current am… take it or leave it.” improve?”
• “This report must not situation.” • “I get it, but I don’t like • “Who can help me make
be right.” • “Who said this?” it.” this change?”
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23. What do I do with my Results?
Action Planning Identify
Create a personal development plan using SMART goals.
GAPS in
perception
Specific
Measurable Build on
STRENGTHS
Attainable
Relevant Address
Timely DERAILERS
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25
24. 1. Introduction
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2. Roadmap and tools
Rencana Pengembangan dan Follow up
3. Define
4. Measure
5. Analyse
6. Improve
7. Control
Action Planning
Goal: Start Date:
Completion Checkpoints
1 week 30 days 60 days 90 days 6 mos 1 year
Actions to be taken
1.
2.
3.
4.
5.
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25. Coaching
Meet with someone to DecisionWise 8-step
discuss your results. process for turning
feedback into results.
• Your manager 1. 360 Survey Administration
2. Debrief results
• Peer 3. Develop Action Plan
• HR professional 4. Action Plan Review (2 weeks)
• External coach 5. 30-day follow up
6. 60-day follow up
7. 6-month follow up
8. 1-year 360 repeat
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26. 10 Kesalahan yang membuat 360o gagal
1. Assesment yang tidak efektif
2. Kurangnya Keselarasan dengan Visi, Misi
dan Strategi Organisasi
3. Kurangnya dukungan dari Managemen
senior
4. Kurangnya Komunikasi
5. Takut/ kurangnya kepercayaan
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27. 6. Perencanaan yang buruk
7. Penyampaian feedback yang kurang sesuai
8. Tidak ada rencana pengembangan
9. Tidak ada Accountabilitas
10. Tidak ada Follow up
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28. 12 Tips untuk kesuksesan 360o Feedback
(by Kevin Eikenberry)
1. Sampaikan alasan dengan assesor
2. Memiliki Open Mind
3. Dapatkan Bantuan dari Coach yang
terlatih
4. Jangan Menjadi Detektif
5. Rayakan kekuatan yang kamu miliki
6. Amati Blind Spot yang dimiliki
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29. 7. Buat rencana Action Plan
8. Mulai dari yang paling penting dan kritikal
9. Ucapkan terima kasih kepada semua Assesor
10. Sampaikan hasil 360o
11. Lakukan rencana yang sudah dibuat
12. Lakukan lagi
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30. Penerapan di indonesia metode
umpan balik 360 derajat,perlu
pertimbangan- pertimbangan karena :
a. Budaya indonesia yg umumnya
cenderung kurang ekpresif.
b. Karena terdidik dalam lingkungan
budaya lisan.
c. Mengingat sifat yg mudah
memaafkan.
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Ineffective Assessment ItemsIf you are not asking the right questions, how can you expect to get good data? You need to consider organizational expectations as well as job-specific competencies. Moreover, your assessment items need to be well written to gather the data you are looking for. Poorly written items will yield useless data. Garbage in - garbage out... Lack of Alignment with the Organization's Vision, Mission, and StrategyIf the things you are measuring are not important to the organization's vision, mission, and strategy, then employees will not be developing competencies that are aligned with the direction of the organization. Lack of Senior-Level SupportIf the leaders of your organization do not vocally support and encourage participation in the feedback program and express their belief in the benefits it will provide, your 360 initiative will never get off the ground. Lack of CommunicationYou MUST communicate with both the people receiving feedback and the people getting feedback. If you do not tell them what, why, how, and when, they will not be comfortable with the program. You must get buy-in at all levels of your organization to make it work. Fear / Lack of TrustIf participants are afraid to get feedback or if respondents are afraid to provide feedback, you will be fighting an up-hill battle. Communication helps reduce fear. One of the most effective ways to reduce anxiety is to use a neutral third party to administer your feedback program.
Poor PlanningIf your feedback program is not well thought out, it will not run smoothly. There are many logistical issues to consider before launching a feedback program. If your employees perceive that the program is not well planned, your credibility will be undermined. Inappropriate Delivery of FeedbackThe idea of a feedback program is to help employees perform better. Negative feedback can be demoralizing and counterproductive. If feedback is not provided in an appropriate manner, your program could backfire. We recommend using professional, neutral coaches to deliver feedback. No Development PlanSo what if you run a smooth 360 program? If you fail to do anything with the data, you have wasted your time as well as the time of both participants and respondents. Every person who receives feedback needs to create some developmental goals based on the feedback he or she received - and remember - those goals need to be both measurable and achievable. No AccountabilityDevelopmental goals are meaningless unless people are held accountable for achieving them. Make sure your employees and their managers understand how to create S.M.A.R.T. goals - Specific, Measurable, Attainable, Realistic and Timely. No Follow-UpHow will you know if your program has been a success if you do not follow up? How will participants know if they are improving without follow-up feedback? Plan to solicit additional feedback six to twelve months after the initial data are collected.
Secret #1 – Share Reasons with AssessorsWhether your peers, clients, team members or bosses, time will be required tocomplete the assessment for you.When you ask people to participate – and yes, ask,don’t “tell them they will be getting an invitation” – be gracious.Explain about how long it will take, what the purpose is, and let them know howmuch you appreciate their thoughts and efforts. If you plan to share the results (see alater suggestion), let people know that up front.Lastly, remind people that their feedback is anonymous and you hope they will behonest.Secret #2 – Have an Open MindSo the assessments are in and you receive your report. Perhaps the most importantthing you can do is keep an open mind as to what you are reading.Leave as many of your defensive bones and skeptical thoughts as you can at home.Review the report recognizing that the feedback is the perspective others have.Try not to judge it, but listen to it.Keeping an open mind sets you up for getting the most value from the process.Secret #3 – Get HelpRegardless of which 360 tool you have used, the report will likely be a bit daunting.While it is important to review by yourself for a few minutes first if at all possible(make sure to take some notes, and perhaps “sleep on it” before taking any actions),it is equally important to get someone who is both a good coach and knowledgeableabout the tool to help you interpret and think about the results.If your process allows for coaching, take advantage of it. If that isn’t offered, findsomeone in your organization who can go over it with you. At a minimum, find apeer or someone with good coaching skills who will spend some time with you andyour report to help you get the best interpretation
