The document discusses using multi-rater (360 degree) assessments to drive business outcomes. It outlines the key steps to effectively implement a multi-rater assessment process, including defining objectives, competencies, developing the assessment tool, launching the survey, delivering feedback reports, and conducting a systemic analysis. The results of a case study on a multi-rater assessment of pharmaceutical sales representatives are presented, showing competency-level results and highest scoring items to help identify development areas.

1. Using Multi-Rater (360) Assessments to
Drive Business Outcomes
Shane Douthitt, Ph.D.
Scott Mondore, Ph.D.

2. Learning Objectives
• How to use multi-rater assessments for senior
and front-line leaders
• Key process steps for effective implementation
of a multi-rater assessment
• How to link competencies to business
outcomes—Calculate ROI
• Identifying key training needs for the
organization
• How to drive development at the systemic and
individual level in your organization

3. SMD Publications
#3 Bestseller for 2011
Published by Published by
SHRM (2009) SHRM
(2011)
HR People & Strategy has awarded SMD The Walker
Prize for their article on Talent Management Analytics.
“The Walker Prize is given to the article that ‘best
advances state-of-the-art thinking and practices in human
resources.’"

4. About SMD:
Driving Business Results Through Talent Management
Our Platform
• Implement Talent Management processes based on analytics, linking
people to critical business outcomes
• Partner with our clients to create and execute people strategies that drive
business outcomes and maximize ROI
Our Results
• Linkage of Talent Management (e.g., engagement
survey results, training, performance ratings,
competency assessments) to a variety of business
outcomes:
▫ Operations Metrics (e.g., operating margin)
▫ Financial Metrics (e.g., sales dollars, productivity)
Connecting Employees
▫ Customer Satisfaction
to Business Results
• HR Strategy & Planning ▫ Turnover/Retention
Human Capital Measurement
•
• Talent Management
▫ Employee Safety
•
•
Leadership Development
Executive Assessment & Coaching
• Significant bottom-line improvements and
• Organizational Effectiveness return-on-investment for our clients.

5. Presenter Bio
Scott Mondore, Ph.D.
Scott has over 15 years of experience in the areas of strategy, talent management,
measurement, customer experience and organizational development. He has internal and
consulting experience across a variety of industries including transportation, healthcare,
manufacturing, pharmaceuticals, utilities, and hospitality.
Scott is currently a managing partner of Strategic Management Decisions (SMD). Before
SMD, he served as East Region President for Morehead Associates, a healthcare HR
company. Before joining Morehead, Scott worked as a Corporate Strategy Director at Maersk,
Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on
employee assessment and measurement as well working as a consultant to large and small
organizations in both the private and public sector.
He is the co-author of “Investing in What Matters: Linking Employees to Business Outcomes”
and has published several articles on various topics, including employee turnover, employee
safety, coaching, litigation and leadership. Scott is also an Adjunct Professor of Psychology at
the University of Georgia, Fairleigh Dickinson University & the University of North Carolina-
Charlotte.
Scott holds a master's degree and doctorate in applied psychology from the
University of Georgia.

6. Presenter Bio
Shane Douthitt, Ph.D.
Dr. Shane S. Douthitt is a co-founder and managing partner of Strategic Management
Decisions (SMD). He has more than 18 years of experience in the areas of measurement,
talent management, executive assessment and coaching, and organizational development
across a variety of industries. Before SMD, he was the SVP of Sales and Product
Management at Morehead Associates—a healthcare HR consulting company. Before joining
Morehead, Shane worked as a Senior Vice President of Human Resources & Leadership
Development at Bank of America. Shane also worked as a consultant for Towers Perrin and
IBM.
Shane is the co-author of “Investing in What Matters: Linking Employees to Business
Outcomes” (SHRM, 2009) and “Business-Focused HR: 11 Processes to Drive Results”
(SHRM, 2011). In addition, he has published several articles in leading journals on a variety of
topics, including HR strategy, measurement, teams, individual differences and diversity,
employee selection, group dynamics, and careers, and leadership development.
Shane holds a master's degree and doctorate in applied psychology from the University of
Georgia, as well as a master’s degree in industrial/organizational psychology
from the University of Tulsa.

7. RETHINK Your Approach to HR!
Make HR a Profit Center
• Quantify the impact of employees on business outcomes
• Calculate an expected ROI for investments in employees
• Define the relationship between HR processes and business outcomes
Connect Key HR Processes
• Provide a single, integrated view of key HR processes
• Reduce your HR related costs through integration and strategic alignment
• Connect HR processes to business results
Spend More Time Driving Results
• Align HR professionals, organizational leaders, & employees to focus on actions
that drive results
• Provide customized analytics and simplified reporting through business-focused
scorecards

8. Talent Link Key HR Processes
Performance Examples of
Management Business Outcomes
People
Training Selection
• Turnover
• Employee engagement
Service
• Customer satisfaction
• Wait times
Quality
Career Business Employee
Development Outcomes Survey • Clinical outcomes
• Product Defects
Finance
• % to budget
• Cost reduction
Growth
Competency • Sales growth
360 Feedback
Builder
• Margin growth
Succession
Planning

9. Key HR Processes in One Place

10. Agenda
• Using Multi-Rater Assessments
• Communicating the advantages of multi-rater
assessments
• Executing the process
• Linking results to business outcomes
• Comprehensive Case Study
• Driving development and buy-in across the
organization
• Timing to execute

11. What Our Clients Are Saying…
“We can’t “I’ve had “We don’t “We say our “The
make the trouble in the have the people are the information
business case past getting resources for key but we can be very
to do it.” employees to these types of don’t invest insightful.”
do anything analytics.” much in
with the them.”
results.”

12. Uses for Multi-Rater Assessments
• Senior Leaders:
▫ Common: Individual Development; Senior Team Functioning
▫ Cutting Edge: Incorporated into a comprehensive leadership
development program; linked directly to business outcomes
• Front-line Managers
▫ Common: Individual development
▫ Cutting Edge: Linked directly to business outcomes &
performance metrics; training needs assessment
• Front-line Employees
▫ Common: not usually done
▫ Cutting Edge: customers (external or internal) included in the
process and linked to performance metrics

13. Sample Leadership Program Overview
Phase 1 Phase 2 Phase 3 Phase 4
Design Program Assessment & Group Learning Coaching
Feedback
•Build leadership •Kick-off program and •Execute group •Provide coaching
strategy orient participants learning sessions during periodic 1:1
•Define program •Participants and including: meetings
objectives and assessors complete •Business strategy •Participants have, as
create “blueprint” assessments and organizational needed, access to
•Select and build • Multi-rater alignment coaches throughout
customized program • Follow-up •Effective the process
components Interviews leadership skills •Wrap-up program
•Build customized •Personality •Creating an •Evaluate program
leadership Assessment effective effectiveness
assessment process •Aggregate development plan
•Match & train assessment data and •Aggregated
assessors produce an overall assessment results
leadership team and leadership
report team development
•Provide feedback •Execute learning
and build action team projects
development plan •Observe and
provide feedback &
coaching

14. Advantages of Multi-Rater Feedback
Accuracy Face-Validity Richer Insights
Open Practical & Commitment to
Communication Cost-effective Performance
14

16. Multi-Rater Assessment Process
Develop
Deliver Conduct
Define Define Tool & Pre- Launch &
Competencies Reports & Systemic
Objectives Launch Administer
Feedback Analysis
Process

17. Step 1: Define Objectives
• Answer the following questions:
▫ What business objectives are we trying to achieve?
▫ What business outcomes are we trying to drive?
▫ Which employees will participate in the process and
when?
▫ How will reports be delivered and feedback
facilitated?
▫ What competencies/behaviors will be assessed?
▫ What role will the managers of participants play?
▫ How will raters be selected?
▫ How will the overall process be communicated?

18. Objectives of Multi-Rater Assessment
• Performance feedback from multiple sources to drive
individual development; Review of changes in
performance over time for Sales reps who participated
in 2009.
• Systemic analysis of all assessment data to identify
macro-level strengths/development needs and adjust
company-wide training strategy based on results.
• Linkage analysis to reveal the specific competencies,
skills, and behaviors that directly drive market share
movement and script writing behavior.

19. Step 2: Define Competencies
Sales Force Evidence-Based Selling Skills
Differentiators Managed Care Expertise
25 competency items
4 overall ratings Needed Relationship Building
1 open-ended item to be Successful Advanced-Level Selling Skills
7-point response scale
Product & Disease State Expertise
Must have
Account Management
to do the Job
Consultative Selling Skills

20. Selling Skills Assessment Sample Items
Competency Sample Item
Account Management Responds with appropriate urgency to requests that require follow up
Advanced-Level Engages in discussions with healthcare providers that are relevant and
Selling Skills interactive
Evidence-Based Easily discusses concerns about bias in XYZ’s clinical studies
Selling Skills Accurately answers questions about clinical study methodology
Product & Disease Articulates all potential effects that XYZ can have on patients depending on
State Expertise therapy paradigm and patient profile
Managed Care
Effectively finds solutions to managed care challenges and restrictions
Expertise
Relationship Building Comfortably builds rapport with healthcare provider’s office staff
Consultative Selling Asks pertinent and insightful questions during interactions to identify customer
Skills needs

21. Step 3: Develop Tool & Pre-Launch Process
• Create the on-line survey
• Provide sufficient communications to key
stakeholders in advance of the survey launch
• Effective communications will:
▫ Reduce participant anxiety
▫ Clearly state the purpose of the process
▫ Align the initiative with organizational strategy
▫ Improve the response rate
▫ Clearly outline project timing

22. Rating Scales
5-Point Scales 6-point Scale 7-point Scale
Agreement: Agreement: Agreement:
0 = Cannot Answer 0 = Cannot Answer 0 = Cannot Answer
1 = Strongly Disagree 1 = Strongly Disagree 1 = Strongly Disagree
2 = Disagree 2 = Disagree 2 = Disagree
3 = Neither Agree or Disagree 3 = Somewhat Disagree 3 = Somewhat Disagree
4 = Agree 4 = Somewhat Agree 4 = Neither Agree nor Disagree
5 = Strongly Agree 5 = Agree 5 = Somewhat Agree
6 = Strongly Agree 6 = Agree
Frequency: 7 = Strongly Agree
0 = Cannot Answer Frequency:
1 = Never 0 = Cannot Answer Frequency:
2 = Rarely 1 = Never 0 = Cannot Answer
3 = Sometimes 2 = Almost Never 1 = Never
4 = Often 3 = Sometimes 2 = Seldom
5 = Always 4 = Frequently 3 = Rarely
5 = Almost Always 4 = Sometimes
6 = Always 5 = Often
6 = Very Often
7 = Always

23. Screenshot

24. Step 4: Launch & Administer Survey
Tips for Increasing Customer Responses
1. Employees should personally invite customers to provide feedback, communicating
the following:
• Emphasize the organization’s continuous efforts to improve customer service,
meet customers’ needs and gather customer feedback and input
• The organization and the employee value his/her input
• His/her feedback will be used to improve the employee’s performance, as well
as guide organizational development at a macro-level
• Confirm the contact information of the customer
2. After the survey process is completed, employees should provide the customer
with a summary of the developmental feedback received and the developmental
activities planned to address the feedback.

25. Step 5: Deliver Reports & Feedback
• Individual reports are generated for each
participant .
▫ Provide detailed feedback to participants on their
strengths and development needs.
▫ Reports provide scores for overall competencies (e.g.,
consultative selling, product/disease-state knowledge),
as well as individual behaviors, skills, and knowledge
(e.g., the sales professional accurately answers
questions about clinical study methodology).
▫ Rater group scores (e.g., healthcare providers) are
broken out separately when three or more ratings are
received (except for the manager and self
rating which is provided based on a single
submission).

26. Prioritizing Interventions:
360 HeatMap: Revenue % Effective
Performance
Linked to
Your LMS
Impact on Revenue (Beta Weight)

27. Step 6: Conduct Systemic Analysis
• Conduct a systemic analysis utilizing the
aggregated data set.
• A linkage analysis, using structural equations
modeling, can be conducted that links
competencies to business outcomes (e.g., market
share).
• The analysis allows an organization to prioritize
individual behaviors that contribute to the
desired outcome.
• The analysis allows organizations to prioritize
training & development interventions.

28. Participation Results
• 139 Reps participated in the Assessment
• Total Number of Reviews Completed: 994
▫ Manager Reviews: 139
▫ Physician Reviews: 717
• Average of 7 reviews per participant
• Highest number of physician responses was 18
28

29. Competency-Level Results
Overall
Competency Self Manager Physician
Average**
Relationship Building 5.57 5.75 5.50 5.75
Account Management 5.55 5.70 5.30 5.73
Product & Disease-State Expertise* 5.55 5.48 5.28 5.73
Managed Care Expertise* 5.55 5.53 5.40 5.70
Evidence-Based Selling Skills* 5.53 5.80 5.97 5.70
Sales Representative Overall 5.52 5.48 5.25 5.53
Advanced-Level Selling Skills 5.35 5.43 5.03 5.55
Consultative Selling Skills* 5.31 5.25 5.98 5.58
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance.
**Overall Averages Exclude Self Ratings.
Green and Red shading denote statistically significant differences between the
rater group (i.e., Self, Manager, or Physician) and the Overall Average.

30. Overall Highest Scoring Items
Overall
Competency Item
Average*
Effectively works with the entire office (e.g., all healthcare providers,
Account Management 6.70
office manager, nurses) to meet patients’ needs
Account Management Respects the policies and procedures of the healthcare provider's office 6.70
Responds with accuracy to questions pertaining to XYZ and the disease
Advanced-Level Selling Skills 6.70
state
Provides education and clinical information, and is viewed as a trusted
Consultative Selling Skills 6.70
pharmaceutical representative
Product & Disease-State Expertise Possesses broad knowledge of the testosterone replacement market 6.70
Effectively differentiates XYZ from other products in the male hormone
Product & Disease-State Expertise 6.70
replacement category
Managed Care Expertise Articulates the formulary advantages and status of XYZ 6.70
In addition to discussing the male hormone replacement market, is well
Relationship Building 6.70
rounded and can effectively converse on various topics
Relationship Building Comfortably builds rapport with healthcare provider's office staff 6.65
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Overall Averages Exclude Self Ratings.

31. Overall Lowest Scoring Items
Overall
Competency Item
Average*
Gains commitment from healthcare providers to take specific action (e.g.,
Advanced-Level Selling Skills 6.05
write more scripts, try XYZ)
Gains commitment from stakeholders across the healthcare provider's office to
Consultative Selling Skills 6.10
take specific action (e.g., try XYZ)
Asks pertinent and insightful questions during interactions to identify
Consultative Selling Skills 6.25
customer needs
Advanced-Level Selling Skills Effectively listens to and addresses healthcare providers' needs and concerns 6.40
Understands physicians' unique approaches to treating the disease state and
Consultative Selling Skills 6.40
provides solutions based on needs
Managed Care Expertise Effectively positions vouchers in the correct situations 6.40
Engages in discussions with healthcare providers that are relevant and
Advanced-Level Selling Skills 6.45
interactive
The sales representative is a highly valuable resource to healthcare providers'
Sales Representative Overall 6.45
offices
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Overall Averages Exclude Self Ratings.

32. Competency-Level Results by Region
Advanced- Product & Evidence- Sales
Account Consultative Managed Care Relationship
Region Level Selling Disease-State Based Selling Representative
Management Selling Skills* Expertise* Building
Skills Expertise* Skills* Overall
201 5.55 5.43 5.49 5.49 5.34 5.48 5.53 5.35
202 5.81 5.59 5.70 5.70 5.57 5.81 5.81 5.59
203 5.55 5.41 5.51 5.51 5.35 5.50 5.52 5.55
204 5.73 5.55 5.55 5.55 5.55 5.55 5.55 5.55
205 5.50 5.35 5.55 5.55 5.38 5.51 5.55 5.52
205 5.49 5.55 5.55 5.55 5.58 5.71 5.55 5.45
207 5.73 5.54 5.53 5.53 5.51 5.52 5.55 5.48
301 5.59 5.47 5.42 5.42 5.55 5.45 5.52 5.47
302 5.75 5.57 5.50 5.50 5.49 5.57 5.77 5.59
303 5.58 5.53 6.61 6.61 6.52 6.63 6.76 6.59
304 6.79 6.64 6.74 6.74 6.65 6.75 6.82 6.72
305 6.48 6.38 6.29 6.29 6.37 6.46 6.55 6.41
306 6.68 6.71 6.64 6.64 6.68 6.68 6.73 6.65
307 6.68 6.63 6.58 6.58 6.46 6.57 6.59 6.51
308 6.53 6.48 6.63 6.63 6.57 6.57 6.67 6.54
Overall 6.64 6.53 6.56 6.62 6.51 6.60 6.68 6.55
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance;
Averages Exclude Self Ratings.
Green and Red Shading denote differences of +/- 0.10 from the Overall Competency Average..

33. Cohort Comparison: Competency Ratings
General Rep North Star Rep Difference Significant
Competency Average** Average
(N = 132) (N = 7)
(NS - General) Difference***
Account Management 5.53 5.88 +0.25 Yes
Advanced-Level Selling Skills 5.53 5.71 +0.18 No
Consultative Selling Skills* 5.55 5.79 +0.26 Yes
Product & Disease State Knowledge* 5.51 5.79 +0.18 No
Evidence Based Selling Skills* 5.50 5.75 +0.25 Yes
Managed Care Expertise* 5.50 5.77 +0.17 No
Relationship Building 5.57 5.83 +0.26 No
Sales Representative Overall 5.54 5.71 +0.17 No
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
*Denotes key drivers of Script Writing and Market Share Performance.
**North Stars (i.e., top performing Reps) were identified by Sales Directors based their
track record of delivering results in a manner consistent with Auxilium’s values.
***Differences were considered statistically significant at the 0.10 level.

34. Identifying Drivers of Sales Performance

35. Linkage Analysis Methodology:
Structural Equation Modeling (SEM)
Traditional data analysis methods include:
• Qualitative analysis or gap analysis (strengths/weaknesses)
• Correlation
• Regression
Advantages of SEM:
• Allows you to assess multiple independent measures (e.g.,
competencies) & dependent measures (e.g., sales
performance outcomes) simultaneously.
• Implies causality and allows you to calculate the ROI
SEM is commonly used in other industries (e.g.,
econometrics, market research)

36. Linkage Analysis Results:
Overview of the Full Model
2 Circled numbers indicate the development priority based on the
Product & magnitude of the relationship with script writing & market share.
Disease-State
Expertise
0.54* XYZ Script
Writing
3 1 0.16*
Managed Care 0.29*
Evidence-Based
0.60*
Expertise Selling Skills
0.19*
0.10*
4 Market Share
Consultative
Selling Skills
*Higher path values indicate a stronger impact based on a 0.0 to 1.0 scale.
Findings & Implications:
• Evidence-Based Selling Skills are a significant, causal driver of Script Writing and Market Share.
• Evidence-Based Selling Skills, in turn, are driven by Product & Disease State Expertise, Managed Care
Expertise, and Consultative Selling Skills.
• Prioritizing initiatives that target the key drivers listed above will lead to improvements in sales
performance among XYZ Sales Representatives.

37. Linkage Analysis Results:
Overview of Critical Item-Level Drivers
Priority* Competency Item
Evidence- Easily discusses concerns about bias in XYZ’s clinical studies
1 Based Selling
Skills Accurately answers questions about clinical study methodology
Possesses broad knowledge of the testosterone replacement market
Product &
2 Disease State Articulates all potential effects that XYZ can have on patients depending
Expertise on therapy paradigm and patient profile
Understands the specifics of managed care plans
Managed Care
3 Expertise Effectively finds solutions to managed care challenges and restrictions
Understands physicians’ unique approaches to treating the disease state
Consultative and provides solutions based on needs
4 Selling Skills Asks pertinent and insightful questions during interactions to identify
customer needs
*Priorities determined based on the magnitude of the relationship with script writing & market share.

38. Comparison of 2009 and 2011 Assessment Results

39. Competency-Level Change in Performance
2011 2009 Difference Significant
Competency
Average** Average** (2011 – 2009) Change
Account Management 6.65 6.64 +0.01 No
Advanced-Level Selling Skills 6.55 6.59 -0.04 No
Consultative Selling Skills* 6.59 6.47 +0.12 Yes
Product & Disease State Knowledge* 6.65 6.51 +0.14 Yes
Evidence Based Selling Skills* 6.56 6.34 +0.22 Yes
Managed Care Expertise* 6.64 6.42 +0.22 Yes
Relationship Building 6.70 6.64 +0.06 No
Sales Representative Overall 6.61 6.53 +0.08 No
Rating Scale: 1 = Strongly Disagree; 2 = Disagree; 3 = Somewhat Disagree; 4 = Neither Agree nor Disagree;
5 = Somewhat Agree; 6 = Agree; 7 = Strongly Agree
* Denotes 2011 key drivers of Script Writing and Market Share Performance.
** Averages calculated for XYZ Sales Representatives who participated in the assessment in
2009 and 2011 (N=84); therefore, 2011 averages reported here differ slightly from 2011
averages presented previously. All averages exclude self ratings.

41. Taking Action on the Assessment Results
Key Drivers of Sales The Key Drivers are levers that
Performance*: can be invested in to:
1. Evidence-Based Selling • Improve Script Writing
Skills Performance
2. Product & Disease State • Grow Market Share
Expertise • Enhance Sales
3. Managed Care Expertise Representatives Overall
4. Consultative Selling Skills Performance

42. Prioritizing Interventions
Prioritizing
opportunities and
maximizing
return on
investment
Low Scoring Market Share
Items Drivers
Manager/Customer
Comments

43. Improving Behaviors Across the Organization
Systemic
Interventions
Organization Organization
Post-
Assessment Manager Region Region Region
support should
inform all
levels: Rep Rep Rep
• System
Sales Rep Rep Rep Rep
• Manager
• Individual
Rep Rep Rep
Individual
Develop. Plans

44. Using the Results
• Deliver workshops on interpreting report and
building a development plan
• Developed a training resource guide – organized
by competency available for all employees and
managers
• Incorporate results into training strategy and
plans for Product XYZ sales force
• Adjust brand strategy to align with key learnings
• Used the ROI to gain organization-wide
buy-in

45. Individual Prioritization
2011 Selling Skills Assessment:
Individual Development Priorities and Action Plan
Rep NAME: John Doe
REGION: 304
Individual Development Priorities*
Performance/
Competency Item
Priority Level**
Evidence Based Selling Accurately answers questions about clinical study methodology 1
Evidence Based Selling Easily discusses concerns about bias in XYZ's clinical studies 1
Consultative Selling Asks pertinent and insightful questions during interactions to identify customer needs 2
Provides education and clinical information and is viewed as a trusted pharmaceutical
Consultative Selling 2
representative
Gains commitment from stakeholders across the healthcare provider's office to take specific
Consultative Selling 2
action (e.g. try XYZ)
Understands physicians' unique approaches to treating the disease state and provides
Consultative Selling 2
solutions based on needs
*Priority competencies/items identified based on the magnitude of their relationship with XYZ Script Writing and Market Share;
Focusing on development actions that target the competencies/items listed above will contribute directly to improvements in bottom line sales performance.
**Performance/priority based on rep's performance on the 2011 Selling Skills Assessment; Red = Low Performance; Yellow = Average Performance;
Green = High Performance.
Development Action Plan
Competency/Item Development Action Target Date
1.

47. Practical Execution Tips
• Use the linkage analysis to secure management buy-in
• Assess Organizational Readiness
• Create a Valid and Reliable Instrument
• Set Clear Objectives for the Process
• Select and Coach Raters
• Coach Employees on Interpreting Their Ratings
• Train Employees on Creating Development Plans
• Formalize a Goal-Setting Component
• Implement the Process on a Routine Basis
• Use the Process for Development Purposes Only
• Align Ratings with Observed Behaviors
• Present Data in Multiple Forms in Reporting
• Focus on Task/Skills Improvement
• Evaluate the Effectiveness of the Entire Multi-rater Process

48. Timing
Step Time to Complete
Identify 360 target population 2 weeks
Define measurement/process objectives
Define critical competencies and behaviors
Finalize tool and pre-launch process 2-3 weeks
Launch and administer 3-4 weeks
Deliver reports and feedback process 2 weeks
Present systemic analysis 2 weeks
Total Time 11-13 weeks

49. What We Have Covered
• The most effective uses for multi-rater
assessments
• Advantages of multi-rater assessments
• The process for effectively executing a multi-
rater assessment
• How to link the competency assessments to
business outcomes
• How to leverage the multi-rater assessment to
conduct a systemic training needs assessment
• Driving development at the systemic and
individual level

50. To Contact Us:
Shane Douthitt, Ph.D.
Managing Partner
sdouthitt@smdhr.com
(704) 975-6820
Scott Mondore, Ph.D.
Managing Partner
smondore@smdhr.com
(404) 808-4730
www.smdhr.com