The document discusses the 360 feedback process as a management diagnostic tool that utilizes multi-perspective feedback for personal and organizational development. It highlights common myths, benefits, and the typical process involved, emphasizing the importance of proper implementation to foster a positive feedback culture and achieve behavioral change. Additionally, it outlines the value that 360 feedback reports provide for management and HR in terms of performance alignment and organizational development.

1. USP-D
improve
performance profit
strategy
group report effect
added
value
360feedback
stakeholders HR
team report team
results
management
output comprehensive
USP-D Deutschland Consulting GmbH 360feedback – profit and effect through team and group reports www.usp-d.com

2. USP-D
360 feedback
AGENDA/KEY POINTS
1 Context
2 Group Report
3 Added Value
4 Discussion
2 www.usp-d.com

3. USP-D
360 feedback
PODIUM PARTNERS
Uta Stiene Magnesita, Personnel Development
Angelika Ehms Ferrostaal, Personnel Development
Carmen Klann USP-D, Senior Consultant - 360feedback expert
MODERATION
Petra Schulte USP-D, Managing Director
3 www.usp-d.com

4. USP-D
360 feedback
LOCALISATION
360feedback means management-diagnostic from a multi-perspective.
Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is
the catalyst of behavioral change.
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360 feedback
GROUP REPORT GENESIS in a Nutshell
2008
2005 special group
reports on demand
2003 standard group Clusters: regions,
reports on functions, positions,
2001 5 years of demand for all groups,
relevant data customers:
1998 360feedback 1st group comparisons +
competences
hypotheses +
web application report for peculiarities recommendations
360feedback individual
in USP-D customers
5 www.usp-d.com

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360 feedback
HR Initiatives and Issues for 2011 – 2012
0% 10% 20% 30% 40%
Talent/performance systems
Streamline processes/systems
More involvement in strategic business-driven issues
Recruiting/staffing services/systems
Upgrade HRMS
Reporting/analytics
Compensation/benefit services/systems
Training 360 feedback
Systems integration
Define human capital metrics and dashboards
New HRMS
Accuracy of data
Manager self-service
Payroll/time management services/systems
Cost
Employee self-service
HR website/usability
Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa.
More than half (55%) are global or multinational companies..
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360 feedback
5 MYTHS and MISCONCEPTIONS
MYTH TRUTH
1. 360 surveys only work in big companies. 1. Not the WHERE - the WHAT FOR counts
2. 360 surveys aim to control the 2. Conducted with care you support a
managers and enhance distrust and positive feedback culture + enhance
fear. They lead to consequences. commitment.
3. 360 surveys are a complete feedback 3. 360 results without context + transfer
process and replace PDA. no positive effect
4. 360 surveys are a change. 4. 360 = tool
Development + change = processes
5. Conducting 360s needs a mature 5. 360 surveys need a clearly defined
organization and does not fit in a purpose. Repeated in reasonable
change process. intervals they support change.
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360 feedback
THE TYPICAL PROCESS
Reasonable Repetitions: What should be achieved?
relevance Who are the main beneficiaries?
effect
change PURPOSE
REVIEW DEFINITION
360FB
TRANSFER
COMPLETION
MT or HR: Short to long
term action plan for
‘change’ REPORT DEBRIEFING
REFLECTION PHASE
GROUP 1 cumulated picture for the
team: trust + commitment
REPORT
N cumulated pictures for the
DEFINITION organization:
understanding + growth
Analysis Areas = Cluster Definition
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360 feedback
REPORT SECTION
Management Summary
Highlights/Lowlights, Development Areas, Ranking
of Competencies
Demographic/Statistical Summary
Statistical Distinctions and Development
Main Report
Comparison: Competencies, Target Groups,
Stakeholder Groups, Timeline
Interpretation and Recommendation
Development Portfolio
Recommendations, Measures, Planning,
Priority Indication, Hypotheses
Customers’ key interest: No figures and tables but Hypotheses and Recommendations!
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360 feedback
Feedback Accumulation - ADDED VALUE
Performance = Ability x Motivation x Opportunity
Group Report
Team Debriefing
Measures Definition Cultural Campaigns Organizational Issues
Programs Trust, Climate Change Necessities
Individual Report,
Feedback
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360 feedback
Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers)
0% 20% 40% 60% 80% 100%
detect success barriers (strategy)
anchor performance criteria
link indiv. leadership to team/org. dev.
align business strategy with HCM
identify changes in management style
optimize cooperation
industry benchmarks
Referring to 2010-2012, Status 09 20 2012, 39 organizations
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12. USP-D
360 feedback
Group Report - ADDED VALUE for HR (Feedback from Customers)
0% 20% 40% 60% 80% 100%
program effectiveness (gmt. Dev.)
talent management (needs/design)
organizational development
identification of survey areas
integration of company values
success evaluation PD processes
HR planning/forecast
Referring to 2010-2012, Status 09 20 2012, 39 organizations
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13. USP-D
360 feedback
DISCUSSION
What are your experiences with surveys (here: group reports) so far?
What is from your perspective part of an effective group report?
How should the board/management deal with survey results?
How would you like to be supported in reflection and transfer?
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14. USP-D
360 feedback
Your questions...
Looking forward to seeing you!
Visit us in 11.3 , at U.20
Petra Schulte
USP-D
www.usp-d.com
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