Best Practices for 360 Feedback projects

Best Practices in 360 Feedback

The Challenge of Doing it Right

Audio - 760/569-0800 Access code - 776274#

2

360º Feedback Best Practices

Panel of Experts

• Mark Spool• Rogene Baxter

• Rick Stamm• Susan Stamm

2

Is Your Organization

Ready for 360?

1

4

Readiness for FeedbackA recent reorganizationUnfamiliarity with 360Climate of MistrustInexperience giving & receiving feedbackFear, rumors, urban legends

4


5

Goal: Develop a culture of Feedback

Don’t rush itUse a Readiness SurveyEducate organization- how usedUse 360 only for development

5


6

Readiness Survey

Surfaces concernsClears up false informationTarget educationSurvey itself is an intervention

6


7

Readiness Categories

Feedback ClimateAwareness and AcceptanceFeedback PracticesDevelopment Practices

7


8

Pilot 360 Programs

Begin at the top Executives role model how to receive feedbackShould never target problem performers!Should be visible

8


9

Orientations

Make a huge difference in readiness, quality of data, participationOffer to both subjects and ratersProvide ways for everyone to get the information

9


Design With End in Mind

2

12

Upfront PlanningReason for doing the 360Who is involved and their roleWho sees the resultsQuestionnaireCommunicationsFormat of report Delivery of resultsAccountability

12


13

Who Sees the Results

Recipient (ratee) alone? Boss? HR?

Pros and Cons

Depends on culture and use

13


11

Questionnaire

Items – competencies, behaviors, length

Rating scale & open-ended questions

Pilot test – understanding, IT issues, time to complete

# of days available to complete

11


14

CommunicationsExplanation of 360 to recipientsNotification of ratersOrientation for recipients and raters

14


15

Delivery of Results

In person or over phoneWho delivers feedbackTiming (when & how long)Next steps

15


You’re Invited!

Showcase WebinarTour of two products:

20/20InsightDiSC 363 for Leaders

Mark Your Calendar:Wednesday, April 25

@ Noon ET9AM PT

360 Is Not Just for Problem Performers

3

1815


18

Problem Children Only- Syndrome

Do you think others are unaware?Defines the application for 360Removes the possibility of truly being developmentalWhat if I am nominated?

18

Everyone Needs Feedback

✓People actually desire feedback!✓A lack of feedback sends a

message too…

18


19

Level 3 EvaluationKirkpatrick 4 levels of program

evaluationLevel 3 – behavior changeUse 360 for pre-and post-

evaluation of behavior as viewed by stakeholders

ASTD Info-Line

19


20

Succession PlanningIdentify emerging leadersEvaluate organizational roles

20


21

Values Clarification

• Employee alignment with organizational values

21


To Norm or Not to Norm?

4

23

What is positive/negative?

Absolute ValuesInternal NormsRelative ScoresTrend ComparisonsExternal Norms

23


24

The Case for External Norms

Determining if something is positive or negativePrioritize action/ resource allocationCompanies feel a need to check themselves to see how they rate to the competition

24


25

The Case Against Norms

Aren’t accurate or comparableAren’t available for itemsHave own standards of excellenceOther ways to know what is positive or negative that are better

25


26

Our Position

External Norms are over-ratedAsk wrong questionsCan lead to complacency

26


Use Supplemental

Interviews

5

282828

Purpose of 360

To obtain objective and usefulinformation that enables an

individualto improve … better in current job orprepare for next job

28


29

Ratings & Comments may not be enough

Purpose-Supplemental Interviews:Get underneath comments

Determine the most important areas

Find out the impact if not improved

29


30

ConfidentialSample of 3-4 raters (not revealed)About 30-45 minutes over phoneUse probing questionsIdentify themesGet at the “so what” of behavior

30

ConductingSupplemental Interviews


31

Share at Feedback Session

Reveal themes, not what a person saidLink to the category measuredExplain the “so what”Describe the desired behaviorProvide practical suggestions on how to improve

31


32

Supplemental Interviews

Can add a lot of meaning to the feedback

Can help fuel the motivation to be/do better

32


Build in Sustainability for Change

6

34

As You Begin the Process Clarify expectations

Ask for/address concerns: - confidentiality

- how this information will be used Assure objective, observable

feedback

34


35

Let Them Know: Support is Key

Describe the plan for support:

‣ individual development plan

‣ follow-up

‣ coaching

‣ mentoring

‣ training

35


36

Prepare Them for the Report

Discuss with them:How do they receive positive feedback?

How do they hear constructive criticism?

36


37

Integrate ReinforcementChoose one or two areas for

improvementIdentify resources for

development- job aids - books, articles and

blogs- DVDs

37


38

Return on Your Investment

Watch for progress with their development planBe an encouragerFormally evaluate their

plan periodicallyAdjust the plan as neededKeep them accountable

38


Best Practices in 360 Feedback

The Challenge of Doing it Right

This presentation brought to you by:20/20Insight and DiSC 363 for Leaders

Questions?

Date post:	10-May-2015
Category:	Business
Upload:	mrsteamdoc
View:	400 times
Download:	0 times

Best Practices for 360 Feedback projects

Business