The 360 degree feedback tool from research to practice
+ The 360 Degree Feedback Tool:From Research to Practice Assignment #2 Human Resource Management II Presented By: Colleen Connors, Nathalie Roder-Ross, Dmytro Jaremus, Mohab Labib; and Dawn Quintan
+ What Is The… -Degree Tool ? The 360 appraisal tool pools feedback from all the people an employee interacts with. For example; Top Management, Manager, Reporting Employee, Coworkers, Other Departments, Client, Suppliers It is feedback that comes from all around an employee. “360” refers to 360 degrees of a circle; the incumbent being reviewed is at the center of this circle.
+ Purpose of using the The primary objective’s of the 360 are to provide: A comprehensive review of behavior and performance Help to develop talents and competencies Opportunities for further training and development Assistance in determining performance and pay
+ Contact: Charlotte Connelly Contact: Miranda Pawlett Position: Human Resource Position: Human Resource Director Coordinator
+ 360 Our Research: Criteria should be focused on both core and developmental competencies. However, companies may differ on how they put this into practice. @ Ziptrek: Various technology is used to come up with a predetermined set of competencies for each position. Competencies are then rated on a scale to ease evaluation process. @ Mosaic: Focuses on competencies that are shared amongst each department.
+ The Process Our Research: Managers will provide the 360 feedback to employees once the results are gathered @ Ziptrek: Employees and manager’s are given time to prepare for the feedback conversation. @ Mosaic: Feedback is given formally, in quarterly reviews and Annual Performance Evaluations (APE’s), and informally when reviewing project results.
+ Conducting a Our Research: Make use of training, coaching, and periodically check-up of reaching developmental goals @ Ziptrek: Quarterly reviews to determine progress in development plans. Coaches teamed with employees to help reach goals. @ Mosaic: Quarterly reviews. Uses coaches, mentors, colleagues to help reach development plans.
+ Factor: Research by Goldsmith and Holman (2005)illustrate the importance of the follow-up. Compare: “My Coworker Did No Follow-Up” 50% 40% Company A Company B 30% Company C 20% Company D 10% Company E 0% -3 -2 -1 0 1 2 3 Mean Leader Perceived Change
+ Factor: With… “My Co-Worker Did Consistent or Periodic Follow- Up” 60% 50% Company A 40% Company B Company C 30% Company D 20% Company E 10% Mean Leader 0% -3 -2 -1 0 1 2 3 Perceived Change Adapted From Zenger and Folkman (2009)
+ Measuring (return on investment) Our Research: Use the 360 for other purposes (e.g. diagnostic of organizational climate, developing training programs for employees, leadership tool, etc.) @ Ziptrek: Consistently update program based on employee/customer feedback. @ Mosaic: Use as Transitional Documentation. Help to identify employee strengths, and provide focus for how to develop employees.
+ Possible Constraints Our Research: Avoid using the 360 to determine compensation, since bias is inherent in the system, and evaluations from raters can be inconsistent. @ Ziptrek & Mosaic: Use 360 purely for developmental purposes. Other means of Evaluations already in place for appraisals. Respect Employee privacy, and discourage employees from attributing comments.
+ How the 360 operates is dependent upon the industry that employs it, and the length of time is has been used. The 360 aims to engender a culture of continuous learning, whereby competencies are strengthened. The Value of the tool can only be determined by the quality of the feedback (delivered through training) and the quality of the Follow-Up (delivered through development plans).
+ Continued… Tips For designing and implementing effective 360 Feedback Programs: Anonymity – Respect the privacy of those involved Assist – Use 360 for development purposes only Focus - Limit the number of competencies to those shared by organization Enhance – Identify each employee’s strengths and build them Follow-though- – Pay attention to Feedback. Pay more attention to Follow-up.
+ “When an individual can provide an extraordinary competency that an organization needs, the only other component that is required is passion.” - The Extraordinary Leader