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Full circle around 360 degree feedback by Toronto Training and HR May 2012
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Full circle around 360 degree feedback
by Toronto Training and HR
May 2012
Contents
3-4 Introduction to Toronto Training and HR5-6 Definition7-8 Giving great feedback9-10 Typical issues11-13 Questions to ask14-17 Rationale for 360 degree feedback18-20 Central principles to adopt21-23 Questionnaire wording24-27 Benefits of online 360 degree feedback28-30 What does a helpful feedback report look like?31-32 What can it achieve?33-34 Cultural attributes that support the use of 360 degree feedback35-36 Transparency37-38 Benefits of asking for feedback39-41 Dos and don’ts to make the most of feedback42-43 Challenging perceptions44-47 Selecting a system48-49 What’s so good about 360 degree feedback?50-51 Selling 360 degree feedback to senior
management52-53 Drill54-55 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Definition
Page 6
DefinitionHistory
What is 360 degree feedback?
Page 7
Giving great feedback
Page 8
Giving great feedback
Be honest, clear and specificDo it oftenGive it the time it deservesDocument it……but make it about more than filling out formsDo it in privateGive credit as well as criticismSet out clear plans and benchmarksChoose your words carefully
Page 9
Typical issues
Page 10
Typical issues
FitDesignSkillCommunicationAdministration
Page 11
Questions to ask
Page 12
Questions to ask 1 of 2
To what extent does the organization value people development in general?How important is feedback within the organization?What is the organization’s attitude to risk-taking and failure?How open is senior management to the concept of 360 degree feedback?
Page 13
Questions to ask 2 of 2
How would 360 degree feedback help the organization achieve its goals?How would the process fit with other HR and performance management systems?What processes would be put in place to promote training and support feedback givers and receivers?
Page 14
Rationale for 360 degree feedback
Page 15
Rationale for 360 degree feedback 1 of 3
360 degree feedback can become a powerful organizational intervention to increase awareness of the importance of aligning leader behavior, work unit results and customer expectations, as well as increasing employee participation in leadership development and work unit effectiveness
Page 16
Rationale for 360 degree feedback 2 of 3
360 degree feedback recognizes the complexity of management and the value of input from various sources-it is axiomatic that managers should not be assessing behaviours they cannot observe, and the leadership behaviours of subordinates may not be known to their managers
Page 17
Rationale for 360 degree feedback 3 of 3
360 degree feedback calls attention to important performance dimensions that may hitherto have been neglected by the organization360 degree feedback can overcome biased appraisals because the organization is not relying on one person’s view and the inherent prejudices he or she may have
Page 18
Central principles to adopt
Page 19
Central principles to adopt 1 of 2
The questions set are short, clear and relevant to the person’s jobThe respondents are credible to the recipient (in many instances recipients choose the respondents)respondents are given guidance about the information they should be providing, for example asking for specific examples of certain behaviours or only providing comments that can be supported with evidence
Page 20
Central principles to adopt 2 of 2
Feedback is only given by individuals trained to give it
Page 21
Questionnaire wording
Page 22
Questionnaire wording 1 of 2
Questions should be relevant to the recipient's jobIf they are not, the recipient will not be motivated to change or indeed understand which changes are requiredEach question should be concise, use plain English, and omit qualifiers, such as ’when appropriate‘ and ’as necessary‘Vague, complex questions rarely produce clear feedback
Page 23
Questionnaire wording 2 of 2
Each question should relate to a clearly-defined competency and follow a uniform structure, as muddled competencies make for muddled feedbackQuestions should set clear and appropriate standards, for example ’makes decisions‘ is a poor criterion as the decisions made could be unclear, late, autocratic or wrong
Page 24
Benefits of online 360 degree feedback
Page 25
Benefits of online 360 degree feedback 1 of 3
Recipients can choose the competencies on which they wish to receive feedbackConfidentiality is improved, as questionnaires and reports can be protected by passwordsAccuracy is enhanced as online system settings can ensure that essential data is provided
Page 26
Benefits of online 360 degree feedback 2 of 3
Data entry settings can also improve the quality of feedback by, for example, requiring that a minimum number of questions are answered and stipulating minimum percentages of critical and positive feedbackReports are available online; answers can be collated instantly, so reports are immediately available and up-to-date, while they can also include comparison with previous feedback
Page 27
Benefits of online 360 degree feedback 3 of 3
The amount of administration required is much reduced as individuals can be responsible for managing their own feedback, requesting feedback and chasing late questionnairesDemographic information can be collected and fed into the production of summary reports
Page 28
What does a helpful feedback report look
like?
Page 29
What does a helpful feedback report look like? 1
of 2Are concise and simple to understand – lengthy or complex reports simply add to employees’ workloadAre visual – they use graphics to make findings stand out, and make it easy to see patterns and to explore differences between questions and different respondentsAre self-explanatory – they need almost no explanation or interpretation
Page 30
What does a helpful feedback report look like? 2
of 2Avoid averages, statistics or factors – they focus instead on provide the ratings and written comments given by individual respondents (as averages may hide important information)
Page 31
What can it achieve?
Page 32
What can it achieve?
Identifying differences between the way individuals see themselves and how they are perceived by othersEstablishing differences between the perceptions of different groups of respondents (for example, do the recipient's direct reports have a different view to his or her line manager?)In so doing, helping to make performance management a more objective and fair process
Page 33
Cultural attributes that support the use of 360
degree feedback
Page 34
Cultural attributes that support the use of 360
degree feedback Open communication and widespread sharing of information Employee involvement in decision-making A high level of accountability for performance A high level of trust and openness
Page 35
Transparency
Page 36
Transparency
COMMUNICATE TO ALL PARTICIPANTSThe purpose of the processHow the feedback data will be usedWho will have access to the results
Page 37
Benefits of asking for feedback
Page 38
Benefits of asking for feedback
Identifying your strengthsSeeing into your blind spotsMeeting your goalsPreparing for advancementBecoming more effective
Page 39
Dos and don’ts to make the most of feedback
Page 40
Dos and don’ts to make the most of feedback 1 of 2
Do choose just one or two areas to work onDo focus as much on your strengths as your weaknessesDo save your feedback for a specific time set aside for review and reflectionDo seek further detail and clarification as neededDo take notes and explore your observationsDon’t choose too many areas to work on
Page 41
Dos and don’ts to make the most of feedback 2 of 2
Don’t focus on the “bad stuff”Don’t just skim the feedbackDon’t hold feedback against the people who gave it to youDon’t put the feedback in a drawer
Page 42
Challenging perceptions
Page 43
Challenging perceptions
The feedback on an aspect of behaviour is the opposite of what the recipient expectsAn aspect of behaviour is shown to be more (or less) important as an explanation of individual performance than the recipient perceives to be the caseFindings can highlight specific relationships between aspects of behaviour
Page 44
Selecting a system
Page 45
Selecting a system 1 of 3
Manage the systemUse trained personnelThey aren’t the same!
Page 46
Selecting a system 2 of 3
POINTS TO CONSIDERIs it reliable and valid?Is the system easy to run?Do you have some flexibility?What’s important to the role?Can confidentiality be guaranteed?Are comparison reports available?Can you easily obtain an executive summary?
Page 47
Selecting a system 3 of 3
POINTS TO CONSIDERDoes the system allow written comments?Are effective coaching and development programs available?How much does it cost?
Page 48
What’s so good about 360 degree feedback?
Page 49
What’s so good about 360 degree feedback?
Increased productivityIncreased training ROIImproved communicationIncreased leadership effectivenessImproved retention
Page 50
Selling 360 degree feedback to senior
management
Page 51
Selling 360 degree feedback to senior management
Leaders need feedback urgentlyLeadership training is not proving effectiveMeasuring how engaged the workforce is
Page 52
Drill
Page 53
Drill
Page 54
Conclusion and questions
Page 55
Conclusion and questions
SummaryVideosQuestions
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