360-degree feedback.ppt

© DecisionWise, Inc 2009 All Rights Reserved www.decwise.com | 800.830.8086

What to Expect from your360-Degree Feedback

Moderated by:Charles Rogel

[email protected] of Business

Development

Presented By:Paul Warner

Director of Consulting Services

www.decwise.com | 800.830.8086©2009. Used under license from DecisionWise, Inc. All Rights Reserved.

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About DecisionWise

History

• Founded in 1996• Based in Provo, Utah• Worked with clients in

over 30 countries with many Fortune 500 companies, government organizations, and non-profits

Leadership Intelligence is aboutTurning Feedback into Results.

• Customized 360-Degree Surveys• Flexible Online Administration• Easy to Interpret Reports• Expert Coaching• 360 Coaching Training• In-depth Analysis

DecisionWise specializes in using 360-degree feedback and employee engagement surveys to increase leadership

effectiveness and organization performance.

Clients

Members


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Agenda

• What is 360-degree feedback?• Why would I want 360-degree feedback?• What leadership competencies will be

measured?• How does the process work?• How do I select raters to get valid feedback?• As a rater, how do I provide effective

feedback?• Who will see the results?• What will the results look like?• What am I supposed to do once I get the

results?

OthersSupervisor(s)

Directand Indirect

Reports

Peers

SELF


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Who uses 360° Feedback?

• Development• Appraisal • Education• Succession Planning• Team Formation and Effectiveness• Bonus Assignment • Administrative Actions

According toAMA, 90% use it forboth

90% of Fortune 500 firms use some form of 360-degree feedback (Edwards & Ewen, 1996)


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5 Myths and Misconceptions About 360 Surveys

1. 360 surveys alone create positive change.

2. 360 Data is an accurate reflection of job performance and personal proficiency.

3. 360 surveys are the feedback process.

4. Self-perceptions are positively correlated with others’ perceptions.

5. Conducting 360s will not impact the individual or organization in a negative way.

1. 360s are a tool. Positive change is a process.

2. Surveys can often be restrictive, raters can be inaccurate, and self-evaluations are fraught with biases.

3. 360 surveys are the beginning of the feedback process.

4. Lower-scoring participants are overly confident. Higher-scoring participants are overly critical.

5. 360 surveys conducted ineffectively can do more damage than good.

MYTH TRUTH


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Development to Appraisal

• 360 feedback is part of a development event (class, training, etc.).

• Reports are available only to the employee and are strictly confidential.

• Rater selection and action follow-up are participant-driven. Employee is responsible for development.

•360 feedback is part of an organization development program.•Action plans and results are formally discussed with a manager/coach.•Employee and organization select raters. Employee and organization work together on development.

• 360 feedback is part of a formal development and appraisal process.

• Reports are formally discussed by employee and manager.

• Organization (HR, managers) selects raters. Data included as input into administrative and development actions.

• 360 feedback is part of a formal performance appraisal process.

• Data is owned by the organization. Results are included in a performance review.

• Organization (HR, managers) selects raters. Results are linked directly to administrative actions, such as compensation.

Personal Development

Personal &OrganizationDevelopment

Assessment&

Development

PerformanceAppraisal

Development AppraisalMixed


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Appraisal or Development?

Appraisal• Focus on the past

• The “What”

• Operationally based

• Organization-owned

• Has consequences:–Pay–Promotion–etc.

Development• Focus on past, present, and

future

• The “How”

• Behaviorally based

• Individual-owned

• Consequences are purely developmental


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Why would I want 360-degree feedback?

1. To understand perceptions• Many people have an inaccurate perception of how others perceive them.• Understanding how others perceive us allows us to improve our own

performance by:– Building more effective relationships– Adjusting our performance in areas of strengths or weaknesses

• Research shows that those who understand how they are perceived by others tend to be the most effective leaders.

2. To promote dialogue• The information on a 360 will often open up dialogue that may not normally

occur.• It provides information that many people are hesitant to give face-to-face.• It provides a better understanding as to whether there are gaps in the way we

work with others. (For example, do I have a better relationship with my peers than my supervisor?)

3. To encourage development & enhance performance

• 360s are very specific, and give us specific areas from which to develop action plans and goals

• 360s provide information not only on operational performance (the “what”) but on behavioral soft skills (the “how”)


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What will a 360 do for me?

Individual outcomes:• Greater effectiveness as a

leader• Increased awareness of impact

on others• Better understanding of

stakeholder needs• Focused personal development • Commitment to performance

improvement

Organizational outcomes:• Understanding of overall

competency level• Ability to identify and target

training efforts• Promote a culture of leadership• Improved performance

appraisals Strategic planning• Succession planning


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About the Leadership Intelligence 360 Survey

• The survey questions describe specific, observable behaviors of successful leaders

• The surveys have been tested and refined through practical application and statistical research

• The feedback is relevant to success in your current position

• The survey is based on competencies critical to leadership effectiveness in your organization

• The feedback is reflective (past) as well as predictive (future)


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Leadership Intelligence 360 Sections

Competencies and QuestionsCompetencies include both hard and soft skill areas such as Business Acumen, Results Orientation, and Leading Others. Each competency has four questions designed to measure a person’s performance .

DerailersBehaviors that get in the way of optimal results, such as Aloof, Volatile, Overly Cautious, Perfectionist.

Open-ended questionsOpen-ended questions allow respondents to provide additional feedback about areas of strength or opportunities for improvement.


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A personal derailer is a behavior that gets in the way of our progress. A derailer is not just a weakness. We all have many weaknesses that we may never choose to improve or need to master. A derailer is a weakness that requires improvement if we are to realize our potential.

Derailers:Getting Off Track

• A derailer has the potential to limit our progress.

• Sometimes, a derailer can be linked to a talent taken to an extreme.

• Multiple strengths cannot compensate for a derailer.

• Others tend to focus on, and emphasize our weaknesses (Horn effect).

What is a Derailer?


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How does the process work?

2. Reports and Development Plan: You will receive a 360 feedback report and an action planner to help you and your supervisor set development goals. The 360 feedback report is confidential.

1. Survey Administration: • Each rater receives a link via email to complete a 360

feedback survey. • You will also complete the survey to rate yourself. • In addition to you rating yourself, your supervisor

and direct reports will also receive an invitation to provide you feedback.

Subject: Invitation: Leadership Intelligence 360 Survey

Hello John,

You are invited to participate in the (Survey Name) for the following individual(s):

Mary SmartJim HansonFrank Burns

The 360 survey provides participants the opportunity to receive direct, confidential feedback from multiple work groups such as Supervisors, Peers, and Direct Reports. Unless you are a supervisor to the participant, your responses will remain confidential.

It takes 10 minutes to complete the survey. The deadline for this survey is Friday, November 20th, so please complete the survey by then.

To access the survey, click on the link below:

Leadership Intelligence 360 Survey

If you need additional information, please refer to the FAQ, reply to this email, or call me at 801-374-6232. Thank you for participating!

Tanille RodmanProject ManagerDecisionWise, Inc.


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Rater Groups

Self: You will take the survey for yourself.Supervisor: Your immediate supervisor will rate you. If you recently changed supervisors (in the past 3 months), you may want to invite your previous supervisor to participate as well as your current supervisor.Direct Report: Include all of your direct reports who have been working under your supervision for at least 3 months.Peer: Choose 3-5 peers with whom you work with on a regular basis.Other: (optional for internal or external clients, etc.)

OthersSupervisor(s)

Directand Indirect

Reports

Peers

SELF


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Rater Selection Instructions

1. Raters should be selected based on their working relationship with you.2. Select raters that know your work and with whom you interact frequently, throughout the

course of the year.3. Avoid raters with whom you had only casual interactions, brief meetings, or a one-time, short-

term project or presentation. 4. Seek for a balanced set of raters who can provide objective feedback, both positive and critical.5. Confirm your rater selection with your immediate manager. 6. A selected rater may decline to provide information if they have not had sufficient interaction

with you during the year.7. All rater feedback except for that from your immediate manager will be reported as a group.

No individual responses will be identified in the report.8. If only one rater responds from a rater group, their responses will be combined with another

group to maintain anonymity.

The number of raters selected will vary based on job responsibilities and the frequency of interaction with 360 participants. We recommend that you select between 7 to 15 raters – however, it is important to ensure that each rater selected can provide relevant and accurate feedback on overall performance for the year. In selecting raters keep in mind the following guidelines:


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Rater Guidelines

Considerations for making feedback helpful:Be respectful in your comments: Telling someone they are a jerk, liar, or a lazy bum is not helpful. Sharing with them that they way they communicate, give direction or make unfair work assignments gives them information they can use.

Speak for yourself: Base your ratings or comments on your own personal experiences. Basing your ratings and comments on what you have heard from others is just hearsay or gossip. You have been asked to provide feedback based on your relationship with this individual.

Base your ratings and comments on the questions that are being asked: This is not the forum to make comments on other issues such as closing your department on weekends, higher wages or a better benefit plan.

Be honest: Let this person hear those things about you appreciate as well as those things you wish they did differently. This process will only be valuable to this individual if the feedback they receive is open and honest. None of us can address things about our personal leadership, communications or behaviors if we are not aware of the impact they may be having on others.


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How are survey results handled?

360˚ feedback is confidential

• Administered online, via secure website

• Administered by an outside firm (DecisionWise)

• I will be the only one that sees my report. I can share it with my manager if I choose. HR will not have a copy. If I work with a coach, they will have a copy of the report.

• The people who rate me remain anonymous, except for the supervisor.

360s are for my development

• A critical measure of leadership lies in the perceptions of those with whom we work

• 360 feedback increases your awareness of how your actions, communications and behaviors are perceived by others.

• It is designed to help you in your development as a leader by encouraging open and honest feedback for discussion with your supervisor.

• 360s help me focus on my own growth and improvement.


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360 Report Sections

• Demographic SummaryShows the number of respondents in each rater group.

• Dimensions SummaryShows summary scores for each of the selected competencies.

• Focus AreasHighlights the highest and lowest average scores (relative to the norm).

• Main ReportShows the average scores by rater group for each competency area and behavior.

• Derailers Behaviors that get in the way of optimal results, such

as Aloof, Volatile, Overly Cautious, Perfectionist.

• Written CommentsShows the exact comments made by your raters about your strengths and areas for improvement.


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Understanding the Report

Survey categories and questions describe leadership competencies appropriate to the role. The numbers

indicate the number of people responding in each rater group.

The bars show the average scores for each rater group. The vertical red line

indicates the “Norm” (average score for all participants).

14. Consistently delivers superior results.

Self 1

Supervisor 1

Peer 3

VeryPoor AverageFair OutstandingGood

6.0

4.0

5.1

4.8

Poor Excellent

Direct Report 4

Other 7 3.9


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Reactions to your feedback SARA Model

ShockAnger

Resistance Accepta

nce

Ener

gy

What people say when in SHOCK:

• “What??? I don’t understand this report.”

• “It’s just a survey.”• “This report must not

be right.”

What people say while in ANGER:

• “They’re venting their frustrations!”

• “The survey doesn’t really fit my current situation.”

• “Who said this?”

What people say in RESISTANCE:

• “Nobody is perfect--we all have faults.”

• “That’s just the way I am… take it or leave it.”

• “I get it, but I don’t like it.”

What people say in ACCEPTANCE:

• “How can I best use this feedback?”

• “What can I do to improve?”

• “Who can help me make this change?”


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What do I do with my Results?

Action PlanningCreate a personal development plan using SMART goals.

Specific

Measurable

Attainable

Relevant

Timely

Identify GAPS in perception

Build on STRENGTHS

Address DERAILERS


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Action Planning

Goal: Start Date:

Completion Checkpoints

Actions to be taken 1 week 30 days 60 days 90 days 6 mos 1 year

1.

2.

3.

4.

5.


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Coaching

Meet with someone to discuss your results.

• Your manager• Peer• HR professional• External coach

DecisionWise 8-step process for turning feedback into results.1. 360 Survey Administration2. Debrief results3. Develop Action Plan4. Action Plan Review (2 weeks)5. 30-day follow up6. 60-day follow up7. 6-month follow up8. 1-year 360 repeat


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Questions?

360-degree feedback.ppt

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indirect reports

average scores

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formally discussed

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rater selection

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