360 Feedback EvaluationsCreated by Jon DeWolfeBoise State University

What will be coveredWhat is 360 Feedback?Can 360 Feedback be effective for you?Creating the SurveyHow it worksReal World ExampleLets Give it a TrySummaryReadings List

What is 360 Feedback?

360 feedback/multirater feedback is the assessment of employees by supervisors, subordinates, peers, and in some cases customers.Used as a developmental tool

Can 360 Degree Feedback Be Effective For You?Do you have the proper foundation for a successful program?One Size does not fit allWhat are our objectives of feedback?Ask yourself, can you handle the feedback?

How to Create the Correct Survey

Define what you want to evaluateBe Specific with your questionsDetermine how results will be publishedTest, Revise, Finalize

Setup, Train, Connect to Succeed

Setup

Training, Training, Training

Connection of the Process

Why we Train, and then Train Again

Employees do not know how to give or interpret constructive feedback

Coaches

Feelings and Emotions

3 Different Ways to Administer

Send managers or certain individuals to an outside consultancy firm.

Contract out

Internet/Intranet Based In House

Implementing Survey

Anonymity and Confidentiality

Constructive Comments vs. Suggestions for Improvement

Voluntary vs. Mandatory

How it worksLikert Scale

Open-Ended Questions

Distribution

Collection

Problems with Surveys

Performance Appraisals

Individual Appraisals

Boycott of Survey

Nestle North AmericaReal World Example

Nestle North AmericaKim Jeffery, CEO of Nestle Perrier

He was a very demanding type manager on purpose

his style had been used in past, by his predecessor

Nestle North AmericaTime for a changeBrought in a consultant to handle surveys and interviews with senior managementRevelations of intimidation, temper problems, and firing power

Nestle North AmericaSubordinates were so intimidated by Jeffery that they werent coming to him with problems and ideas for fear of his temper.Self Reflection. I was mad at myself when I heard, I know the right way to do things. I thought I was seen as the regular guy. I didnt realize the impact my words had on people.

Nestle North AmericaReaction and Plan of ActionHe says hes better now-fewer outbursts and more effort to get managers working together.He stresses that nobody can be perfect, but can change most problems with help and personal action plans. Final verdict: With one or two lapses, Im told Ive done very well.

Lets Give It A TryHow Do You Rate? Lets take a few minutes and really evaluate how this process can work.

Evaluate yourself based on the questions given

Take a name from pile

How Do You Rate?

Evaluate person #1

Take 2nd Sheet of Paper

Evaluate person #2

How Do You Rate, Cont. ?Place all surveys in a pile face downAdminister surveys to appropriate peopleAllow 5 minutes for reading and thoughtDiscussionSurprised from results?Are you prepared?

SummaryTraining and planning is keyAction plan for dealing with feedbackUse as a developmental toolFocus the survey on core competenciesAdjust your attitude from the beginning, this process will make you a better manager

Readings & Websites Of InterestSoftwarehttp://www.360-degreefeedback.com/http://www.boothco.com/http://www.3dgroup.org/what_feed.htmlhttp://www.softscape.com/home.htmhttp://www.panoramicfeedback.com/

BooksMaximizing the value of 360-degree Feedback By Tornow and LondonThe Art and Science of 360 Feedback By Lepsinger and LuciaThe Thin book of 360 Feedback: A Managers Guide By Collins

BibliographyNowack, Kenneth M., Hartley, Jeanne. 1999, How to Evaluate Your 360 Feedback Efforts. Training & Development. Vol. 53, Issue 4Atwater, Leanne, Waldman, David. 1998, Accountability in 360 Degree Feedback. HR Magazine, Vol. 43, Issue 6.

Bibliography Cont.

Frisch, Michael H. 2001, Going Around in Circles with 360 Tools: Have They Grown Too Popular For Their Own Good?. Human Resource Planning. Vol. 24, Issue 2

Bracken, David W., Summers, Lynn, Fleenor, John. 1998, High-Tech 360. Training & Development, Vol. 52, Issue 8

Bibliography Cont. Rosti Jr, Robert T., Shipper, Frank. 1998, A Study of the Impact of Training in A Management Development Program Based on 360 Feedback. Journal of Managerial Psychology. Vol. 13, Issue

OReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8

Bibliography Cont. Pollack, David M. Pollack, Leslie J. 1996, Using 360 Feedback in Performance Appraisal. Public Personnel Management. Vol. 25, Issue 4

Bracken, David W., Summers, Lynn, Fleenor, John. 2001, 360 Feedback From Another Angle. Human Resource Management Vol. 40, Issue 1

*Ratings are collected anonymously from these sources and provided to the managers for feedback. Managers are the only individuals that see this feedback* In a majority of organizations, this is used as a developmental tool only.

* It is important to have a mature organization in order to deal with both the collection and use of 360 data. There needs to be a commitment from senior management down to each functional employee for this process to be successful. This program should not be implemented in companies going through significant changes, company focus, or under new leadership because of the time, focus, and organizational commitment it requires (Frisch, Michael H. 2001).* 360 Feedback programs should be adapted for your specific functional areas. One size does not fit all when it comes to competency models used in 360 feedback. The reason is most models use what we would assume fuel business results. An example of this would be profit/loss responsibility. This really does not apply to those managers in staffing and administration, or even some emerging functional departments such as IT, logistics, or R&D. This means that their ratings could be negatively effected even though there is no correlation between profit/loss and their jobs. (Rosti Jr, Robert T. and Shipper, Frank. 1998)

* A common problem with surveys is that they can be read different ways by different individuals. This is why it is important to be specific with all questions in regards to the topic of the survey. By creating more specific questions, the survey results will be more accurate. * The final step in this process is testing, revision, and finalizing portion of the survey. By allowing a certain number of employees to test run the survey, you can find small errors or questions that may be poorly written. This allows you the best opportunity to receive valuable and constructive feedback.

* Setting up your organization for the proper system is key. You need to establish a cross-section of people that will be using the system. By setting up this sort group, you allow feedback as to what is functionally important, and what is not.* Training is the key factor to this process. It will be reiterated throughout the entire presentation. Never forget how important training is to this process.* The process you choose needs to be another support for the organizations job competencies. Such as job description, job duties, etc. Connect these competencies to the surveys in order to have the best results. The feedback should be related to these efforts, reinforcing the organizational future goals. (Nowack, Kenneth M. and Hartley, Jeanne. 1999) * Employees need to learn how to give feedback that will be used for positive developmental reasons. Feedback that is not constructive, or not directly related to the job, will in turn be useless feedback. Ex. of this is; I dont like the way Jim talks to me. This does nothing for Jim, or anyone in a position to try and help Jim. A better way to state the issue would be, Jim talks down to me as though Im on the job for the first day and have no idea what is going on. In fact, in most cases, Im more up to date and knowledgeable than Jim. This will give Jim a better idea of whats going wrong, and what he needs to address. (Frisch, Michael H. 2001)* Insufficient Information is also a major concern. Most 360 feedback processes are anonymous, meaning that if there are questions about certain results or comments, where do you turn? For this reason, a few people (usually HR if the company is big enough) should be trained as coaches. These coaches can then be used not only for interpretation of the feedback, but also to form an action plan with the employee in order to incorporate the feedback into everyday activities. * Another factor is feelings. This is not a subject that is discussed much in the workplace, but is a very important issue when considering 360 feedback. Each individual has their own perception of ones self, what they do well, and what they dont do so well. By having someone give feedback, they have to find a way to address, and constructively deal with the process. You can send certain individuals out to get the proper training in order to administer and maintain a good working survey There are always companies that you can hire to conduct these surveys. Considering the expenses associated with hiring out, it usually isnt applicable to smaller firms. There are many groups trying to sell 360 feedback programs to the public; with this in mind, it is very important to assess why youre doing the feedback and what you want to get out of the feedback when choosing a consultant. The last option is keeping it in house. Whether this is done by buying a program made to funnel survey results to a certain department or person, or by creating, maintaining, and reading the surveys. Studies have shown that when using an outside source for feedback, they see a more candid and honest approach to fulfilling the survey requirements because there is a lack of fear associated with back lash of comments. (Nowack, Kenneth M. and Hartley, Jeanne. 1999) * The first step in introducing a successful multirater feedback system is reassurance and training to all employees. The introduction needs to be planned so that all participating employees will get a good understanding of the system and how it works. There needs to be a clear explanation of who will read the reports, and how they will be kept anonymous. There should also be time allotted for Q&A. * See proper training of constructive comments* There needs to be a commitment made to whether it is voluntary or mandatory for the surveys to be completed.* A Likert Scale is generally used in the survey. This is done on a 1-5 odd level with each number receiving a specific label. Such as 1=very dissatisfied, 2=dissatisfied, 3=neither dissatisfied or satisfied, 4=satisfied, 5=very satisfied. This allows for readable results and also as little bias as possible.* Open Ended Questions are also a large portion of the survey. Some surveys have a few, some have zero, but it is advised to keep it to a minimum so that there is a better response rate. * Distributed either through company intranet/internet, by paper, email, or part of other business mailings.* Collection is typically done through an HR department or a person trained in reading survey results. An important factor here is having a trained rater(if the surveys are not going directly to the person surveyed) Raters should be trained on how to avoid common rater error, especially in open ended questions.

Researchers have demonstrated that when employees know that surveys are connected to performance appraisals, ratings may be altered. In fact, although some ratings may be unusually high, others may find this as a chance to get back at a manager by lowering the ratings. (Nowack, Kenneth M. and Hartley, Jeanne. 1999) This is the typical, you pat me on the back, and Ill pat you on yours type of situation. This is a situation where a manager could use his/her power in order to get good ratings, causing the entire system to be a wash. It basically happens when they say Ill give you a good rating, if youll give me a good rating. (Nowack, Kenneth M. and Hartley, Jeanne. 1999) There has also been a problem with people feeling as though subordinate or peer ratings is taboo. This causes lack of feedback and thus becomes less useful for development and evaluation.

All quotes and ideas courtesy ofOReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8Kim Jeffery viewed managing in this style. Our company style resembled the lion-tamer school of management. (refering to relations of top executives. You keep them all on their own platforms and deal with them as individuals. Because if you dont, theyll kill each other and the lion tamer.

All quotes and information courtesy ofOReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8

Kim realized after a year and a half that this style was not working. This company was growing and maturing. And I wasnt getting the kind of input from manager I needed to make good decisions. The feedback from Jeffreys subordinates highlighted on what he was able to do in his previous position was a problem now that he was the president. He was able to fire anyone, which was an intimidation factor. He also had a history of public whippings of senior management.

All quotes and information courtesy ofOReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8Jeffery was so amazed by these revelations because he felt he was trying to be the exact opposite of how many top execs are viewed.

All quotes and information courtesy ofOReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8All quotes and information courtesy ofOReilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune. Vol. 130, Issue 8* Its very easy to sit back and listen to a presentation about how the process works, or how it can readily change peoples perceptions of themselves, but people still do not believe it could happen to them. Lets help them understand that they do not walk on water, and there is room for improvement.* Advise that there is complete anonymity involved. You will not know who evaluated whom. * Bring a box of pens so that no individual may be singled out.* You will need to create 5-15 short questions based on the people attending your meeting, and the appropriate Likert Scale that goes with each. The 5-15 questions should be put on a single piece of paper and then printed, 3 pages per person attending the meeting. This means that each individual at the meeting will have one sheet to evaluate themselves, and 2 sheets to evaluate 2 other members at the meeting.

*Each person will have their name printed on these 3 sheets. The first sheet will be theirs to keep. The other two will be folded once, and put into a bowl, hat, etc. in order for everyone to choose two.* Once everyone has completed their own survey, ask them to put it face down next to them. Now have them draw 2 sheets of paper, fill out the same survey based on their assessment of the person they picked. Do this twice, allowing that no one can assess the same person twice, or themselves.We put the names on each survey so that there will be no writing at all. This allows for everyone to feel as though their assessments were anonymous and there will be no way for anyone to know who they evaluated. Let each team member look back at what they wrote about themselves, and then look at how they were evaluated by their peers. In this instance, a large portion of the group should have a few things they thought they did much better than they were rated. Answer: Help your group/meeting realize that this is a small scale survey. Imagine if it were open-ended? Would you be prepared for the type of feedback you could receive? Would you be completely surprised at certain skills you thought you were great at, and your fellow employees find you sub-par? 360-degree feedback is a real gut check, but most find it to be positive, would you?Maximizing the Value of 360-degree Feedback : A Process for Successful Individual and Organizational Development by Walter W. Tornow (Author), Manuel London (Author) The Art and Science of 360 Degree Feedback by Richard Lepsinger (Author), Anntoinette D. Lucia (Author)

The Thin Book of 360 Feedback : A Manager's Guide by Michelle Leduff Collins