Assessment and Feedback as part of Consultancy

1. SAINT JOSEPH INSTITUTE OF TECHNOLOGYSAINT JOSEPH INSTITUTE OF TECHNOLOGY
BUTUAN CITY, PHILIPPINESBUTUAN CITY, PHILIPPINES
Accredited: Philippine Association of Colleges and University-Commission onAccredited: Philippine Association of Colleges and University-Commission on
Accreditation (PACU-COA)Accreditation (PACU-COA)
Certified: ISO 9001 and Rules for Maritime AcademicsCertified: ISO 9001 and Rules for Maritime Academics
GRADUATE SCHOOLGRADUATE SCHOOL
A REPORT ONA REPORT ON
Assessment and FeedbackAssessment and Feedback
Joel L. PelenioJoel L. Pelenio
PresenterPresenter

2. Assessment and FeedbackAssessment and Feedback
• Is Assessment and Feedback an OD
intervention?
• Third step in an OD intervention
• Include activities that significantly
influence the success of OD efforts

3. ASSESSMENTASSESSMENT
• The collection and evaluation of information to
identify strengths and weaknesses in a client
organization
• The basis for OD activities
- The consultant’s ability to identify the root
causes of problems is important in assessment
- When causes can be distinguished from
symptoms, the consultant and the client can
begin to correct problems at their sources

4. Ways to Identify Causes ofWays to Identify Causes of
ProblemsProblems
1. Trace them to their sources by asking
other people
2. Observe work processes or interactivities
and attempt to trace causes through
analysis

5. Two Major Advantages ToTwo Major Advantages To
Focusing on a Problem’s CauseFocusing on a Problem’s Cause
1. The factors negatively affecting the
organization can be addressed before they
lead to serious problems
2. The chances for developing lasting solutions
are increased
…the quality of assessment depends on the
appropriateness of the focus areas and the
methods used to gather and evaluate
information….

6. Focus AreasFocus Areas
• Include an organization’s environment, its
internal structure and processes, and a
client’s desired results.

7. Information-gathering MethodsInformation-gathering Methods
1. Questionnaires
2. Surveys
3. Interviews
4. Observations
5. Analyses of records

8. PURPOSES OF ASSESSMENT INPURPOSES OF ASSESSMENT IN
AN O.D. INTERVENTIONAN O.D. INTERVENTION
1. Assessment provides a means by which to
evaluate an organization’s current issues.
2. Assessment becomes the basis for feedbacks.
3. Assessment provides background information
for action planning.
4. Assessment provides a basis for tracking
change and evaluating the progress of an OD
intervention.

9. 1. Evaluating the Current Situation1. Evaluating the Current Situation
Reasons for Evaluating the CurrentReasons for Evaluating the Current
Situation of the OrganizationSituation of the Organization
1. A client recognizes that there is a
problem and asks a consultant to
assess the situation
- The consultant’s efforts might lead to
the identification of causes of the
current problem.

10. Internal and External Causes ofInternal and External Causes of
Client’s ProblemsClient’s Problems
• Internal Causes:
- Downsizing
- Reorganization
• External Causes
- Increasing
competition
- Changing
consumer
preferences
- Introduction
of new technology

11. ..
2. A client wants a periodic review of the
organizational environment
- the client asks a consultant to prevent
the occurrence of problems
- the consultant’s goal is to anticipate
organizational problems and to address
them before their symptoms appear

12. 2. Giving Feedback.2. Giving Feedback.
• Feedback - comments in the form of opinions
about and reactions to something, intended to
provide useful information for future decisions
and development
• Feedback occurs at several levels, ranging from
individuals to work groups to entire organization.
• Feedback can create a motivation to accomplish
change and prompt support for action by
providing individuals with a better understanding
of the problems they face.

13. 3. Planning Change3. Planning Change
• Assessment results serve as basis for
planning change or corrective actions
• Misdiagnosis leads useless, wasteful or
even harmful remedies

14. 4. Tracking Change4. Tracking Change
• When results of planned change are
positive, the information can be used to
strengthen support for continuing the
changed effort.
• When negative, the consultant can either
initiate an assessment to select
appropriate corrective action or stop the
change effort.

15. THE CLIENTTHE CLIENT
• The major concern for a consultant when
he or she selects appropriate assessment
methods
However…
if a client’s records are inaccurate, they
should not be used

16. Client’s Characteristics That CanClient’s Characteristics That Can
Affect the Consultant’s DecisionAffect the Consultant’s Decision
1. Size. The organization’s size is the most
obvious factor for a consultant to consider
when selecting assessment methods
- observational techniques are rarely efficient
with large groups because these methods are
time consuming
- observational techniques can be effective
with small groups because they frequently rely
on information gathered from observations and
interviews

17. 2. Structure. In organizations which are
functionally diverse or geographically
dispersed, there is a possibility that significant
differences may exist across functions or
locations.
3. Culture. The consultant should assess the
nature of the organization’s work force
because the employees may have different
abilities – reading at different levels, speaking
different languages or have cultural differences
in regard to work, authority and management.

18. 4. Previous Experiences. The consultant
should consider the client’s previous
experiences when designing assessment
activities.
5. Problem Severity. The consultant must
realize that a severe problem can
influence how people will respond.

19. THE FOCUS OF ASSESSMENTTHE FOCUS OF ASSESSMENT
1. External factors potentially affecting an
organization such as its financial status,
economic conditions, competitive pressures,
and legal constraints;
2. Results of organizational activities, such as the
quality and quantity of products and services,
organizational profitability and the
consequences of production methods on
employees’ health conditions – both physical
and psychological;

20. 3. How the structure of the organization
affects its functioning; and
4. How the organization's procedures and
processes affect functioning.

21. Open Systems TheoryOpen Systems Theory
(Katz & Kahm, 1978)(Katz & Kahm, 1978)
• “Organizations exist and interact within a larger
environment.”
- Organizations acquire resources (money,
technology and people) from the larger
environment as inputs and transform them into
products or services that are returned to the
environment as outputs. This transformation
from inputs to outputs is affected by
organization’s structures, policies, and practices,
and by the behaviors of their members.

22. Key Areas for Assessment in ODKey Areas for Assessment in OD
Major Areas Examples of Specific Focal
Issues
A. System and
Policies
1. Reward System
2. Performance System
3. Career System
B. Organizational
Procedures
1. Decision Making
2. Communications
3. Job Design
4. Bureaucracy

23. Major Areas Examples of Specific
Focal Issues
C. Leadership Behaviors 1. Support
2. Facilitation
3. Team Building
D. Group Processes 1. Communication
2. Activities
E. Levels of Satisfaction 1. Reactions

24. INFORMATION-GATHERINGINFORMATION-GATHERING
METHODSMETHODS
1. Interviews
2. Questionnaires
3. Observations
4. Examinations

25. InterviewsInterviews
• Two classifications:
1. Structured interviews – contain a fixed number of prepared
questions with preestablished response choices
- Respondents are asked specific questions in particular order
- Advantage: Provides information that covers a preset number of
issues
2. Unstructured interviews – consist of open-ended questions
- The interviewer formulates questions from responses generated
by previous questions
- Advantage: Allows the interviewer to probe areas of key concern

26. QuestionnairesQuestionnaires
• Unstructured questionnaires
– respondents answer general question
• Structured questionnaires
– pose a fixed number of response choices
• Standardized questionnaires
- contain core items set in a fixed format
- permit consultants to compare information
across organizations and time

27. • Standardized questionnaires with existing
databases
- used to comparative purposes that can
be valuable to consultants

28. ObservationsObservations
• Consultants usually conduct observations in a less
structured fashion and then organize and evaluate the
information using their own conceptual frameworks.
• Advantage: Observations are not based on second-hand
reports from others, thus biases are eliminated from
information gathering
• Disadvantage:
1. Observations are subject to consultant’s bias and
limited knowledge
2. Consultant’s observations can be costly to conduct

29. Examination of RecordsExamination of Records
• Using of existing data for assessment
and feedback
• Advantage: Consultants find that using
existing records for assessment is
advantageous because information is
readily available and it already may be in
a quantifiable format that makes analysis
relatively easy

30. ADVANTAGES ANDADVANTAGES AND
DISADVANTAGES OF EACHDISADVANTAGES OF EACH
METHODMETHOD
• Six Criteria Used For Rating Each Method:
1. Efficiency. Includes financial costs and time
required to collect and analyze information
from a specific number of sources
2. Objectivity. Reflects how much the method
is subject to consultant or respondent bias
3.Comparability. Indicates how easy it is to
compare results across time to determine
progress

31. 4. Completeness. Indicates how well the
method can cover a broad of issues and levels
of measurement.
5. Accuracy/Validity. Includes criteria 2, 3, and
4 and also includes the perception that the
information reflects what actually exists in the
organization.
6. Flexibility. Indicates how well the method can
be modified based on information gathered
during the initial stages of the processes.

32. SELECTING APPROPRIATESELECTING APPROPRIATE
STRATEGYSTRATEGY
Factors to be considered when selecting an
appropriate strategy:
1. Setting/environment where the
organization exists
2. A review of the advantages and
disadvantages of each method
3. Interviews and questionnaires combined
is a good strategy for gathering
assessment information

33. FEEDBACKFEEDBACK
• Why is feedback necessary of a
consultant and a client?
1. to achieve a common understanding of
an organization’s current condition
2. to identify needed change
3. to indicate what change is necessary
4. to indicate how much change is
necessary

34. Three Basic and Most CommonThree Basic and Most Common
Approaches in OrganizationalApproaches in Organizational
Settings:Settings:
1. Data Handback
– involves the return of tabulated
questionnaire results to the participants,
with little or no assistance from an OD
consultant. The client is left to
understand and use the information in
the best way it can.

35. 2. Survey Feedback
- Developed to maximize the usefulness
of survey data
- Involves a consultant summarizing
questionnaire data at the work-group
level
- The consultant assists group members
in discussions that focus on information
about their interactions.

36. 3. Survey-Guided Development
- builds on the survey-feedback process and
emphasizes the development of an entire
organization, not just improvements in
individuals or specific work groups
- includes a “waterfall” design in which a top-
management group first examines its own
results before other groups at each succeeding
level examine theirs. Each group develops its
own action plan.

37. Major Activities in Survey-GuidedMajor Activities in Survey-Guided
DevelopmentDevelopment
1.Project Planning
Establish expectations for project schedules
and goals and clarify roles for all
participants, including internal and external
consultants. Train internal consultants.

38. 2. Concepts Training
Prepare all members of an organization to
better understand how the organization
functions and how critical areas will be
measured.

39. 3.Data Collection
Administer questionnaires to everyone
and conduct interviews (both individual
and group) with a representative sample
of the organization.

40. 4.Feedback Training
Prepare the members of the organization
to understand the feedback information
and the best process for using the
feedback; include skill training in giving
and receiving feedback.

41. 5.Feedback
Return information aggregated at different
levels ( group, department, level, function,
total organization) to the appropriate
individuals. Facilitate the process.

42. 6.Problem Solving
Hold meetings to evaluate information,
clarify its meaning and impact, and,
where appropriate, take steps to solve
problems that are having a negative
impact on performance.

43. 7.Review
Collect new information to evaluate the
organization’s current functioning,
evaluate changes, and make further
adjustments to resolve remaining issues.

44. Thank You….