360-DEGREE FEEDBACK
360-DEGREE FEEDBACK
360-DEGREE FEEDBACK
Background• Contemporary 360-degree methods have roots as early as the 1940s
• 360-degree performance appraisal has historical roots within a military context.
• During the 1950s and 1960s this trend continued in the United States within the Military service academies.
• At the United States Naval Academy at Annapolis, the midshipmen used a multi-source process called “peer grease” to evaluate the leadership skills of their classmates.
• During the 1960s and 1970s, organizations like Bank of America, United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA experimented with multi-source feedback in a variety of measurement situations.
What is 360 Degree Feedback
Internal Customers
“Boss”
Peers
External Customers
Team Members
Self
Feedback collected from
Using a specially designed tool
Anonymously
360-Degree Feedback
• Provides performance data from multiple points
of reference
• Like a compass, it is a navigational tool
• More powerful, reliable and accurate as
compared to traditional, single source feedback
processes
• The feedback tends to not only be more balanced, but harder to dismiss due to its' broader range of input
• 360° feedback answers three basic questions:– Why should I improve my performance?– What do I need to improve?– How can I improve?
360-Degree Feedback
External Colleagues’/ Customers’ Perception
InternalColleagues’ /
Peers’ Perception
Direct Reports’ Perception
Manager’s Perception
Strengths and development opportunities
How leadership behaviour impacts
on others
Performance against business
competencies
Comparison of self perceptions against those of others
Feedback Input & Report Outputs
360 Degree Feedback:What is and isn’t it?
• Combining meaningful observations from others in the form of feedback.
• It is multi-directional.• It is also self assessment.• Other names
– Multi-rater feedback– Multi-source feedback– Full-circle appraisal– Group performance review
360-Degree Feedback
• Provides well rounded feedback. It is not just feedback
from the supervisor.
• Reduces opportunity for the halo or horn affect.
• Helps team members work more effectively together.
• A great way to understand organizational needs.
• Helps identify developmental needs.
• IS NOT AN EVALUATION
Not just a performance system
…360-degree feedback should be
regarded as an organizational process
rather than a mechanical tool.
How its being used …….
• Leadership development programs.
• Voluntary feedback
• Team assessments
• Organizational Change
• Assessment of training needs
• Assist performance management
Benefits
For the organisation:
• Promotes constructive feedback and open
communication
• Develops a culture of continuous performance
improvement
• Builds leadership/ managerial capability
• Embeds values and expected working competencies
• Can be a powerful trigger for change
• Provides feedback about leadership and
management ‘strength’
Benefits
For the individual:
• Increased self-awareness
• Discovering the blind spots
• Understanding the strengths and opportunities for
development
• Taking ownership and control of own development
• Helps managers to know how to get it ‘right’
Pitfalls
• When used in lieu of performance management, ……• When “laid” on supervisors …………..• When requested of skeptical employees, …..• When not connected to organizational or leadership
strategy, ….• When respondents don’t know how to provide constructive
feedback, ……..• When there is insufficient information, ….. • When the focus is on the negative, ……• When there is workplace overload, ……..• When implemented as fad without systemic support …….• When there is unethical behavior in the organization….
A typical feedback process
Setup Development
Orientation Reassessment
Assessment Interpretation & Planning
Scoring and Reporting
Step 2 – Provider:
• Invites responders
• Collates feedback
• Produces report
How does it work?
Step 1 – Participant:
• Identifies who they want feedback from
• Completes a Self Report
Step 3 – Participant:
• Receives report 4 weeks later
• Reviews Feedback, draws conclusions and produces a Development Plan
Strategies for Success
• Don't force it on people• Explain what it is, what it does, how it's used, and its'
benefits to all concerned, continually• Emphasize confidentiality• Disconnect it from any compensation decisions (raises,
bonuses, etc.) - make it developmental• Provide information on its purpose and process to
assessors• Conduct structured feedback workshops for feedback
recipients• Spend time with those people having difficulty with their
feedback
Strategies for Success (Contd)
• Know the instrument you're using thoroughly
• Provide seamless coordination and support for
distributing and collecting the assessment instruments
• Be trained in how to facilitate a 360° process. There's
more to it than meets the eye.
• Align your 360° process with the organization's culture,
procedures, and practices. Support and reinforce it.
• Make sure your vendor provides back-up support in case
problems occur with the instruments or the process
Why are Companies not adopting 360 degree approach?
• It is time consuming
• Emotional attachment in peers leads to no
proper response.
• Appraises are not ready to take feedback
• In our culture we don't disrespect elders, thus
subordinates never provide negative results.
“360 DEGREE PERFORMANCE APPRAISAL”
An outlook
Problems – 360 Degree Appraisal
• Most costly and time consuming type of appraisal.
• Tend to be somewhat shocking to managers at first- described as the "SARAH reaction: Shock, Anger, Rejection, Acceptance, Help".
• The problems may arise with subordinate assessments where employees desire to “get the boss” or may alternatively “scratch the back” of a manager for expected future favors.
• The organization implementing this type of performance appraisal must clearly define the mission and the scope of the appraisal. Otherwise it might prove counter productive.
CASE STUDY:BBC 360 Degree Feedback - Leadership Development, Culture Change
and Organization Development
• What was the client need?
The BBC Making It Happen team, led by Greg Dyke, had identified the need to develop the BBC’s leadership capability. The BBC needed to develop a performance culture and 360 degree feedback was seen as key to underpinning success.
What approach was used?
• As part of the BBC Leadership Strategy Board, I led the planning, development and roll-out of a bespoke 360 degree feedback system and process (BBC 360). This involved leading my team to define the BBC Leadership Competency model (to support the Making it Happen "Lead More, Manage Well" team). We developed an in-house and online bespoke 360 feedback system and trialled the approach around the BBC with willing pilot groups to establish acceptance. The paperless data-collection approach (integrated into the BBC's e-mail and e-learning systems) facilitated very easy administration. We also trained around seventy BBC people to become facilitators around the corporation.
What was the outcome?
• After initial reluctance and suspicion, BBC leaders have now widely accepted BBC 360 as part of the way they work. It was vitally important to ensure that data were kept confidential and every participant receives a one-to-one coaching session with a trained facilitator to get their results. Every BBC leader who attends the BBC Leadership Programme at Ashridge benefits from a feedback session that dovetails into a coaching relationship (these number nearly 4,000 feedback sessions so far). 360 feedback is consistently reported as one of the most valuable aspects of the entire BBC Leadership Programme.
5 things to consider before you start 360 degree appraisal
1. Purpose 1. clarify why and what 2. communicate to everyone.
2. Culture – are you ready? 1. Do you have a mature enough team dynamic? 2. Are you open enough? 3. Those involved need to feel comfortable & supported.
3. Timing of introduction – also link with the planning cycle.
4. Roll out – champion? 1. How to generate buy-in? 2. Involve everyone early.
5. Confidentiality for appraisees and raters – non-attributable.
On Line 360 Degree Feedback
• System• User Requirements• Security• Competency framework and questionnaire• Administering the process• Giving feedback• Receiving feedback• Line managers• Reports
Summary
• If implemented with care and training, 360 degree feedback can be a powerful tool in performance management.
• It can greatly aid in promoting individual and organizational growth.
• If done haphazardly, this form of feedback can be a disaster, taking years to recover.
Thank you and good day …