360-Degree Feedback - Who, What, When and How?


Presentation Description

Who needs feedback? What are the positives and negatives in designing, administering, and providing feedback?


Presentation Transcript

360-Degree Feedback Who, What, When, and How?:

360-Degree Feedback Who, What, When, and How? Barbara A. Kerr, Ph.D . Emotional Intelligence Insights www.emotionalintelligenceinsights.com (206) 780-0228

Who Needs Feedback Anyway?:

Who Needs Feedback Anyway?

When Does A Leader Need Feedback?:

When Does A Leader Need Feedback? Negative Company Climate Lack of respect for diversity Lack of customer satisfaction Lack of employee satisfaction Lack of cooperation and collaboration Us vs. Them mentality Attendance problems – mental health days Managers seeking other positions Turnover among employees In-fighting and backbiting among managers Bad press and public perceptions Vote of no confidence

Seeking Feedback Proactively:

Seeking Feedback Proactively Performance feedback Career enhancement Personal and professional growth Leadership modeling Accountability Goal setting Recognizing blind spots

Factors for Successful Feedback:

Factors for Successful Feedback Self-Awareness – of both strengths and weaknesses Reliable Sources (raters who have known you over time) Timing – will be immediately useful Openness to learn—even about blind spots Resources for using feedback productively

Planning for a 360-Degree Feedback Process:

Planning for a 360-Degree Feedback Process Determining a Purpose Designing Administering Making Feedback Useful

What is the Purpose of a 360-Degree Feedback Evaluation?:

What is the Purpose of a 360-Degree Feedback Evaluation?

Possible Reasons for 360 Degree Feedback:

Possible Reasons for 360 Degree Feedback #1 Personal Development #2 Organizational Development #3 Assessment (of individuals, teams, and organization) #4 Performance Appraisal and Compensation

#1 Personal Development:

#1 Personal Development Helps participant discover blind spots (as well as strengths and areas for development ) Can cause change in perceptions to change beliefs and thus change performance Only the participant reads the report (with help of facilitator/coach ) Raters chosen by participant Development plan and self-tracking for progress EQ-36

#2 Organizational Development:

#2 Organizational Development Focuses on aligning people’s behaviors and skills to organization’s values/goals May be used to set team, and organizational goals Clarifies expectations Group results are shared with manager and/or team Raters determined jointly by participants/managers Development planning and follow-up with team SamleLPIReport.pd f

#3 Assessment:

#3 Assessment (of individuals, teams, and organizations) Provides clear direction for individual or team development Identifies specific competencies - strengths as well as areas for development (can build on strengths) Individual results are shared with manager May be used to set individual performance goals May be used for succession planning Rater selection and follow-up by managers

#4 Performance Appraisal and Compensation:

#4 Performance Appraisal and Compensation Focuses on competencies specific to position Raters may be selected in a formal process Determines group and individual rankings May be linked to compensation

Feedback and Developing a Plan:

Feedback and Developing a Plan Guidelines for dealing with feedback: Individual coaching, training, self-study Mentoring Coaching Job rotation Changes in work conditions to develop needed skills

PowerPoint Presentation:

How do we design an effective 360-Degree Feedback Evaluation?

Design Considerations:

Design Considerations Process/instrument Stakeholders Participants Identifying raters Determining level of confidentiality Choosing an administrator/facilitator Introducing the process (and piloting)

PowerPoint Presentation:

What do we need to know about administering a 360-degree evaluation?

Administering a 360-Degree Feedback:

Administering a 360-Degree Feedback Introducing the process Inviting participants Gathering data and setting deadlines Scoring , analyzing, reporting

PowerPoint Presentation:

What do recipients do with the feedback they receive?

Effective Use of Feedback:

Effective Use of Feedback Interpretation – coaching Developing a plan to use feedback productively Monitoring for progress (individuals , teams , organizations) Evaluating

Positives of the 360 Degree Feedback:

Positives of the 360 Degree Feedback Well-rounded feedback Makes team members more accountable to each other Understand personal and organizational needs for development Information about how to enhance career Improvement in customer service Information about organizational training needs

More Positives . . . :

More Positives . . . Empirical research has suggested that employees prefer to be evaluated by raters from several rating sources Different rating sources often observe different aspects of work performance resulting in a larger portion of the work performance arena being measured Rating inaccuracies, errors, and inaccurate employee perceptions contained in performance appraisals supplied by a single source, such as a supervisor, can be offset by collecting performance evaluations from additional rating sources Feedback can be used as a springboard for management development Those individuals who are development-focused find the feedback most useful -- Sentient Consultants – 360° Assessments

More Benefits . . .:

More Benefits . . . The 360-degree feedback . . . Enables leaders to Take advantage of under-utilized personnel strengths to increase productivity Avoid the trap of counting on skills that may be weak in the organization Apply human assets data to the valuation of the organization Make succession planning more accurate Design more efficient coaching and training initiatives Support the organization in marketing the skills of its members --Wikipedia

Negatives of the 360 Degree Feedback:

Negatives of the 360 Degree Feedback High expectations Problems with design Lack of connection with strategic goals Lack of information for interpreting Focus on “weaknesses” Raters’ inexperience Time for multi-rating

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