360s Gone Wrong: How to Make Them More Effective
•
1 like•968 views
Employee 360-degree feedback is essential for any organization's ability to develop its people and get their employees the insights they need to improve. Too often the feedback is given, reviewed, and forgotten. It doesn’t have to be that way. In this live webinar, we’ll explore how you can use 360 feedback to generate lasting improvement.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to 360s Gone Wrong: How to Make Them More Effective
Similar to 360s Gone Wrong: How to Make Them More Effective (20)
More from Qualtrics
More from Qualtrics (20)
Recently uploaded
Recently uploaded (20)
360s Gone Wrong: How to Make Them More Effective
- 1. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 360s Gone Wrong How to Make Them More Effective Tuesday, April 8, 2014 A Qualtrics webinar with DDI
- 2. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 2 360s Gone Wrong 5 4 3 2 1 Presented by: Scott Erker, Ph.D., Senior Vice President, DDI April 8, 2014 How to Make Them More Effective
- 3. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Multi-rater: Simple Right? Mul1-‐rater Assessment Feedback Development Planning
- 4. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Multi-rater: Simple?!? Feedback + IDP
- 5. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 5 Agenda: 1. The BRIEF DEFINITION of multi-rater assessment 2. Three factors that lead to FAILURE 3. Steps to make your multi-rater process WORLD CLASS
- 6. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 6 Brief Definition of 360° Feedback Self Managers Peers Direct Reports Stakeholders & Biz info
- 7. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 7 Brief Definition of 360° Feedback Feedback Collected Reports Created and Shared Debrief with Manager / Coach Learning and Development Opportuni1es
- 8. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 8 Why do organizations use 360 Degree Feedback? 1. Improved feedback from MULTIPLE SOURCES 2. Personal, team & organizational DEVELOPMENT 3. Training needs ASSESSMENT 4. Input to PERFORMANCE MANAGEMENT
- 9. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 9 “Despite the popularity of 360- degree feedback, meta-analytic findings suggest they provide modest change in performance and when done badly can lead to disengagement and a decline in performance.” - Nowack & Mashihi (2012)
- 10. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 10 47% 74% 63% Mul1-‐Source Feedback Programs SUCCESS FAILURE Talent Decisions Performance Mgmt Plan to Up Spending
- 11. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 11 Mul1-‐Source Feedback Programs SUCCESS FAILURE Rater Biases 47% 74% 63% Talent Decisions Performance Mgmt Plan to Up Spending
- 12. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 12 Rater Biases
- 13. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 13 Rater Biases • Halo and leniency errors • Raters misjudge ‘no opportunity to observe’ • Self-assessment is inaccurate • Survey fatigue • No calibration • Comments are personal, not behavioral • Focus on weakness and forget strengths
- 14. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 14 Mul1-‐Source Feedback Programs SUCCESS FAILURE Rater Biases Cultural Misalignment 47% 74% 63% Talent Decisions Performance Mgmt Plan to Up Spending
- 15. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 15 Cultural Misalignment
- 16. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 16 Cultural Misalignment • Informal culture rejects feedback • ‘Too nice’ bias • Hierarchical culture works counter to upward feedback • Engineering mentality drives over-analysis
- 17. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 17 Mul1-‐Source Feedback Programs SUCCESS FAILURE Rater Biases Cultural Misalignment No Biz Relevance 47% 74% 63% Talent Decisions Performance Mgmt Plan to Up Spending
- 18. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 18 No Business Relevance
- 19. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 19 No Business Relevance • No explicit connection to the business • No meaningful discussion of results • No integration of 360 with other measurement efforts
- 20. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 20 V.U.C.A. Makes 360s Obsolete? V = Volatility: nature/speed of change U = Uncertainty: lack of predictability of change C = Complexity: multiplex of forces A = Ambiguity: cause-and-effect confusion
- 21. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 21 Rater Biases Cultural Misalignment No Biz Relevance Take Ra1ngs Seriously Customize Draw Connec1ons Mul1-‐Source Feedback Programs SUCCESS FAILURE 47% 74% 63% Talent Decisions Performance Mgmt Plan to Up Spending
- 22. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Take Ratings Seriously 22 • Orient participants to the process • Invest in training and calibration • Ensure confidentiality
- 23. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Customize 23 • Design the process to fit your culture • Take a ‘fit for purpose’ approach • Use your language • Personalize action planning and development • Align supervisor and management support • Establish and manage data sharing policy
- 24. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Draw Connections 24 • Leverage the data for individuals and groups • Share data, insights, and actions • Synthesize 360 data with other business metrics • Understand the limitations of the data
- 25. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Use 360 for Performance Management? 25 • Supervisors may focus on pleasing subordinates to get high appraisals • Subordinates may be reluctant to be candid with the manager • Subordinates may inflate ratings to gain favor
- 26. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 26 Challenges for 360° Feedback • Different levels of experience with 360 • Different data interpretation proficiency levels • Buy in from participants and others involved in process • Inflated, inaccurate, or lenient ratings • Emotional reactions to ratings • Providing follow up coaching and development experiences CHALLENGES
- 27. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 27 Best Practices to Promote Action on 360° Feedback • Rate behaviors, not psychological traits (specific, observable, actionable) • Design around participant characteristics and strive for buy-in • Train and calibrate raters • Managers and mentors will shape outcomes BEST PRACTICES
- 28. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 28 Rater Biases Cultural Misalignment No Biz Relevance Take Ra1ngs Seriously Customize Draw Connec1ons Mul1-‐Source Feedback Programs SUCCESS FAILURE 47% 74% 63% Talent Decisions Performance Mgmt Plan to Up Spending
- 29. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. 29 Partnership with Qualtrics
- 30. © Development Dimensions Interna1onal, Inc., MMXIV. All rights reserved. Scott Erker, Ph.D. Sr. Vice President, Selection Solutions Development Dimensions International Email: Scott.Erker@ddiworld.com 30 Questions?