5 mistakes made in 360 reviews

5 Common Mistakes Made in 360

Feedback Reviews Pitfalls to avoid and best practices for implementing an effective multi-rater

evaluation and development process.

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

http://www.google.com/imgres?imgurl=http://mynokiablog.com/wp-content/uploads/2010/11/amd-logo.jpg&imgrefurl=http://mynokiablog.com/2010/11/15/intel-rival-amd-joins-meego-project/amd-logo/&h=342&w=900&sz=26&tbnid=YByxq5pHP411fM:&tbnh=55&tbnw=146&prev=/search?q=amd+logo&tbm=isch&tbo=u&zoom=1&q=amd+logo&hl=en&usg=__Li-Qzz77SHgLqFsXYtfzAgQgd9U=&sa=X&ei=YGOsTeHmKIvpgQeuiMXzBQ&sqi=2&ved=0CBoQ9QEwAQ

©2012 TalentGuard

Meet John

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

A.K.A...

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Mr. Top Sales Guy

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

John Works for…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

A medical device company

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

The Boss wants…

John was promoted…

John is struggling…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

A 360o Review

John “The Sales Guy”

to help John develop his managerial skills and improve performance

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

John is…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

John is reluctant but wants to learn more (btw, most people feel like John)

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

WHAT CAN JOHN EXPECT?

©2012 TalentGuard

Peer

Peer

Manager

Subordinate

Customer

Self

Subordinate

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

JOHN IS NOT SURE WHY HIS

COMPANY WANTS TO DO A

360 REVIEW

©2012 TalentGuard © 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

• Performance Improvement

• Management Development

• Career Development

• Succession Planning

CONVERSATION HAS IT… ©

201

2 Ta

len

tGu

ard/

All

Rig

hts

Res

erve

d

Confidentiality

Objective Risk Mitigation

Development

Compensation

Strengths

Weaknesses

Training

Coaching Promotion

Tool used to terminate

Manager

Action

Conflict

Relevance

Feedback Skills

Competencies

©2012 TalentGuard

Team Building

? ? ©

201

2 Ta

len

tGu

ard/

All

Rig

hts

Res

erve

d

©2012 TalentGuard

John doesn’t

know what to think now

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

John, Meet Sarah…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Ms. HR

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Sara is great at 360 Feedback and…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

1. Lack of purpose and focus on specific business or strategic needs

2. Allowing participants to select raters without moderation

3. Lack of communication about the intent of 360 degree reviews

4. Lack of accountability for change and development

5. People are not trained in giving and receiving feedback

©2012 TalentGuard

KNOWS THE 5 MISTAKES

MADE WITH 360 REVIEWS

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Mistake 1…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

LACK OF PURPOSE OR FOCUS ON SPECIFIC

BUSINESS OR STRATEGIC NEEDS

• Organizations typically do not have a clear purpose for conducting 360 reviews, or

• Companies mix purposes together (i.e. development planning and performance management)


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

A Clear Purpose Resolution to Mistake 1

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

THE 360 PROCESS SHOULD DESIGNED TO

ADDRESS A VERY SPECIFIC PURPOSE

©2012 TalentGuard

• Enhancing marketing skills to strengthen marketing team

Performance Improvement

• Improve leadership depth to meet future needs

Management Development

• Assessing team against key competencies to align to career paths

Career Development

• Build the talent pipeline Succession Planning

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

SUPPORTING A CLEAR PURPOSE, REQUIRES

A MEANINGFUL COMPETENCY MODEL

• Not all competencies are created equal

• A one-size-fits all approach is not effective

• Align the competencies based on the purpose of the 360 Feedback

• Involve key stakeholders in the development of the competency model


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Mistake 2…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

ALLOWING PARTICIPANTS TO SELECT

RATERS WITHOUT MODERATION

• Selection of raters is important to ensure high quality and objective feedback outcomes

• Participants typically select their best advocates and/or their toughest critics

• Poor participant selection can negatively impact final results


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Rater Selection Moderation

Resolution to Mistake 2

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

PARTICIPANTS SHOULD BE INCLUDED IN THE

SELECTION PROCESS BUT SHOULD NOT

CONTROL IT

©2012 TalentGuard

Review Type

Un-moderated

& Un-governed

Moderated &

Un-governed Governed

Participants agree to

be reviewed and select

their own reviewers

Participants know who

is completing reviews

Reviews starts when

invitation accepted

Reports are completed

and reports are

generated


and reports are

generated


and reports are

generated

Participants agree to

be reviewed and

submit a list of

reviewers to moderator

Moderator invites and

manages reviewers

Moderators checks

results and may reject

or ask for repeat

reviewers

Participant agrees to

be reviewed and does

not choose reviewers

Moderator invites and

manages reviewers

Review then proceeds

as either moderated

or un-moderated

Moderator = HR, Manager, Advisor, Coach, Other © 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

SARAH LEARNED THAT EACH REVIEW TYPES

ALIGNS BEST WITH A SPECIFIC PURPOSE

©2012 TalentGuard

Review Type

Un-moderated

& Un-governed

Moderated &

Un-governed Governed

Career / Skill Development

Performance Improvement

Management Development

Succession Planning

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Mistake 3…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

LACK OF COMMUNICATION AND POOR

TIMING

• Failure to inform and solicit feedback from participants about the following: – Purpose | Process | Scoring | Confidentiality

• Using 360 Reviews at inappropriate times – During re-organizations

– Onboarding or with new employees

– Low-trust environments

– Acquisition and/or mergers

– Prior to compensation discussions


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Good Words at the Right Time

Resolution to Mistake 3

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

OPEN & TIMELY COMMUNICATIONS

• 360 Degree reviews are best in organizations that are: – Stable – Need to solve real business issues – Open to giving and receiving feedback

• Open and transparent communications are

required often: – During pre-planning – Prior to the 360 assessment – During the process – After the process

©2012 TalentGuard ©

201

2 Ta

len

tGu

ard/

All

Rig

hts

Res

erve

d

©2012 TalentGuard

Mistake 4…

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

LACK OF ACCOUNTABILITY FOR CHANGE

AND DEVELOPMENT

• Failure to start at the top and cascade down to

middle management, etc.

• Not creating a meaningful competency model tied to the purpose

• 360 report output serves as a “one-time-read” rather than the basis of an on-going career and development (I.e. development plan and coaching)

• Not providing adequate resources and time for development


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

• Leader Involvement: Leaders must support the process by engaging in the 360 review and development process

• Learning Resources: HR needs to make relevant learning resources available to support employee development

• Mentoring: Line managers need to provide the time and mentoring required to foster change

• Continuity: Make the process on-going by administering every 12 – 18 months

©2012 TalentGuard

SARAH’S ADVICE… ©

201

2 Ta

len

tGu

ard/

All

Rig

hts

Res

erve

d

PEOPLE ARE NOT TRAINED IN GIVING AND

RECEIVING FEEDBACK

• Interpreting 360 Degree feedback is not a simple process

• Delivery of feedback is paramount to how constructively its perceived

• Most managers are uncomfortable with giving critical feedback


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Interpreting 360 reports should be supported by a coach who understands:

• how to identify and interpret themes

• how to handle a range of emotions

• how to focus on targeted areas for development

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Together, Everyone can realize extraordinary

personal and organizational benefits

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

A broader perspective on employee skills

Information that is objective and actionable

Greater self-awareness

Focused career development

Clarified expectations

Positive change

Increased retention and engagement


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

Phase Description Time

Pre-Planning • Selection of tool • Target audience • Competency selection • Stakeholder review meetings • Selection of review type (unmoderated vs. moderated) • Administration management

6-8 weeks

Design • Assessment creation • Report output creation

1-2 weeks

Communication • Introduction (What is a 360?) • Education (What is our purpose?) • Town hall meeting and follow-up • 360 Invitation and follow-up instruction emails

1-2 weeks

Selection of raters • Selection and approval of reviewers • Load participants into system

1-2 weeks

Pilot roll-out • Schedule a small pilot • Solicit feedback • Evaluate outcomes

2-3 weeks

Questionnaire distribution

• Email participants • Trouble shoot email delivery issues

1 week

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

©2012 TalentGuard

Questionnaire completion

• Field questions from participants • Schedule automated emails

2-3 weeks

Process 360 reports

• Close out 360 Review program • Run analytics • Customize and create reports • Work with management to finalize formal output

2 weeks

Feedback meetings • Train staff on debriefing (if self-assmt. or manager delivered) • Facilitate 1x1 or group meetings for debriefing • Troubleshoot outstanding issues and questions

2-8 weeks

Development plan • Create development plans based on 360 feedback • Sign-off on development plans • Assign coaches to employees (optional)

2-8 weeks

Engagement in learning

• Attend classes • Read books • Attend coaching sessions

6-12 months

Re-assessment • Evaluate outcomes of program • Make improvements • Start again

6-18 months

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

Talent360

• 100% configurable – competencies, text, report format, colors, etc.

• Customizable or built-in competency framework

• Moderated and unmoderated assessment reviewer selection

• Anonymous and named responses

• Benchmark and comparison reports

© 2011 TalentGuard

“We gained deeper insight into our

employees for skill improvement,

development planning and

succession planning.”

© 2

012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

UPCOMING EVENTS

Houston - Management Executive Forum

August 29th, 9am-12pm www.talentguard.com/talent-management-executive-calendar

Next Webinar—August11th

7 Steps to Effective Succession Planning www.talentguard.com/7-steps-to-succession-planning

Schedule a Demo www.talentguard.com/products-home


012

Tale

ntG

uar

d/A

ll R

igh

ts R

eser

ved

http://www.talentguard.com/talent-management-executive-calendar







http://www.talentguard.com/

http://www.talentguard.com/products-home



5 mistakes made in 360 reviews

Business