THE 360-DEGREE FEEDBACK EVALUATION DESIGN:

Motivating Leaders, Strengthening Programs, and Advancing Organizations

By

Natosha Word LMSW

PERFORMANCE EVALUATIONS…WHO CARES?

Society for Human Resource Management (SHRM) – The 2000 Performance Management Survey HR professionals reported that many executives and managers did not use their performance management system

Towers-Watson- 2012 Global Workforce Study Only 44% of organizations do an effective job of using technology to deliver the performance management process

PERFORMANCE EVALUATIONS…WHO

CARES?Research firm I4CP- 2013 Keys to Performance Management 55% of respondents stated existing performance development processes had a positive impact on their organizations

28% believed their organizations were effective at performance management

SHRM- 2014 HR Professionals’ Perceptions About Performance Management Effectiveness 53% of HR prof. gave their organizations C+-B 21% gave a C 2% gave an A

WHY WE DON’T CARE

https://www.youtube.com/watch?v=pciLAbaxORk

A POWERFUL NEW MODEL FOR EMPLOYEE

ASSESSMENT

The 360-Degree Feedback Model

WHAT IS A 360-DEGREE EVALUATION DESIGN?

An assessment and evaluation instrument

Known as a multisource or multi-rater evaluation system

Utilized to evaluate and enhance job performance skills

Measures behaviors and competencies

Assess program effectiveness and intent

HISTORY OF THE 360-DEGREE FEEDBACK

First used by the German Military during World War II

Utilized by T-Groups during the same time as WWII

Gained momentum after being used by Esso Research and Engineering Company in the 1950’s

It’s suggested that the first 360-degree instrument was created in 1973

by Clark Wilson, PHD (Survey of Management Practices)

Most organizations understood/accepted the multi-rater concept by the 1990’s

Influences salaries

Outdated evaluative criteria

Hierarchical one-way

Lacks improvement guidance

Identifies weaknesses

Decreases morale

Inspires professional growth

Newer model/research based

Multiple reviewers

Increases skill knowledge

Identifies strengths & weaknesses

Facilitates behavior change

WHAT’S THE DIFFERENCE?Traditional Evaluation

Models 360-Degree Feedback Model

WHO UTILIZES THE 360- DEGREE FEEDBACK

MODEL?

Professionals seeking growth and longevity…

EDUCATIONAL INSTITUTIONS

School principals rarely receive feedback that would

improve their leadership. Often, feedback is task

centered.

With the 360-degree feedback model, principals

have the opportunity to gain trust and respect from co-

workers and staff.

EDUCATIONAL INSTITUTIONS…

Principals/Leaders feedback:• Teachers• Parents• Fellow principals• Guidance counselors• Social workers• Office staff• Students

Managerial self-awareness (MSA) accomplished• Strengths & Weaknesses• Skills• Personality/abilities

HEALTH CARE INSTITUTIONS

Studies suggest that the 360-degree feedback method improves

emotional intelligence (EI) in physicians.

Professionalism, interpersonal and communication skills are 2 of the 6 core clinical competencies that if strengthened will improve the

EI of physicians.

HEALTH CARE INSTITUTIONS…

Physicians/Leaders feedback:• Nurses• Therapists• Pharmacists• Other physicians • Social workers• Patients

Relatively new in the health care organizations Significant reduction in disruptive behaviors & behavioral

complaints Improves patient satisfaction & adherence to treatment regimens

SPORTING ARENAThe role of a coach is essential to the performance of any team or athlete.

Understandably, many believe that sports play an important role in our economic,

political, cultural and social world.

In the sport arena the coach-athlete relationship is imperative to improving

sporting success. The 360-degree feedback model helps coaches understand their roles in the

organizational success.

SPORTING ARENA…Coaches/Leaders feedback:

• Athletes• Other coaches• Parents• Sponsors• Fans• Line managers• Administrators• Support staff

Successful performance management, effective problem solving and work habits

BENEFITS OF USING THE 360-DEGREE EVALUATION

MODEL

More Than a Salary Increase…

PERSONAL BENEFITSMultiple perspectives

Relationship & trust

Understanding strengths & weaknesses

Increased job satisfaction

Individual ownership for self-development

Leadership development

Improved communication

Performance improvement

Generates accountability

ORGANIZATION BENEFITSAmplified productivity & quality

Extremely developed workforce

Increased promotions from within

Creates a interactive learning culture

Improves managerial skills and behaviors

Produces competent leaders

Aligns organization vision with strategy

Spawns training needs assessment

Builds organizational longevity

PROGRAM BENEFITSProgram intent

Impact assessment

Continuous research

Permanence

Recurring Funding

Cost cutting

Exploration/new initiatives

Evidence & Justification

Integrated implementation

HOW 360-DEGREE FEEDBACK COULD FAIL

Lack of participation from upper management

Not aligned with organization mission/vision

Lack of communication/trust

Poor planning

Inappropriate delivery of feedback

No development plan

No follow up

Lack of confidentiality

Vague questions

BEST PRACTICEHow to use the 360-degree feedback model

BEST PRACTICE METHOD

360-degre

e

Establish purpose

Clarify Anonymit

y

Prepare/Plan

Implement

Review & Interpret

Develop action plan

Follow-up

ESTABLISHING PURPOSE

Strategic Needs/ Specific Purpose______________________________________________ Managemen

t Developmen

tSuccession Planning

Performance

Management

Coaching

Career Developme

nt

CLARIFY ANONYMITY

What data is confidential and

anonymous?Enforce

confidentiality agreements

Written comments transcribed or summarized?

What feedback is shared with a

person’s manager? How will results

be used? Integrated?

What is the minimum number of

respondents?

PREPARE/PLAN

Define objectives Communicate

purpose State expectations Disclose anonymity

IMPLEMENTATION

Co

CommunicationA. PresentationsB. Individual MeetingsC. Written briefings

ControlA. Roll out over a period of timeB. Careful schedulingC. Good tracking system

REVIEW AND INTERPRET

Competencies that make a difference to the

organization

Discovering strengths as the primary focus

Tailor results to individual positions

Constructive & easy to read results. Graphical

& chart data?

DEVELOP ACTION PLAN

Specific

Measurable

Attainable

Relevant

Timely

S.M.A.R.T.

DEVELOP ACTION PLAN

Provide Resources_______________________________________________

Training

Mentoring

Self-study

Job Rotati

on

Coaching

Funds

Materials/Staff

FOLLOW-UP

1. A follow-up should be conducted six months to a year.

2. Change/behavior is hard and often requires reminders.

3. Revisit a post 360-plan periodically.

360-DEGREE MODEL DESIGN

Create your survey or use an already designed survey?

Tailor content for specific requirements

Good for larger organizations

Companies w/well established and publicized leadership models

Organizations w/ample HR resources

Saves time

Benefit from expertise of others

Benchmark data-compare organizations

Good for small organizations

Better for new organizations with limited HR resources

BUILD OR BUY?

Build Buy

DESIGN SELECTIONSeveral 360-degree instruments can be found online:

Center for Creative Leadership www.ccl.org

INSEAD Global Leadership Centre http://centres.insead.edu/global-leadership

3D Group www.3dgroup.net

SelfStir Business www.selfstir.com (free)

CREATE YOUR OWN Your organization/program is unique

Tailor survey to your organization/program

Design survey around observable behaviors & performance-Not opinion

Be mindful that your instrument is a research tool

Create space for unstructured comments

Invest in professional consultation

Be time conscience

THINGS TO CONSIDER WHEN CREATING YOUR OWN MODEL

Identify competencies & expectations of your organization

1) Competencies- tied to values, mission, and strategy

2) Work with leaders- share knowledge/increase buy-in

Differences by level

1) Creates an atmosphere of fair-mindedness

2) Specific behaviors and requirements differ depending on level of employment

THINGS TO CONSIDER WHEN CREATING YOUR

OWN MODEL

Identify position-specific competencies

1) Does not require creating different 360-degree models

2) Add specific competencies for key positions and functions

Quantitative vs. Qualitative

1) Quantitative allows for identifying strengths and weaknesses

2) Qualitative offers insight into specific issues

RATER SELECTIONThe importance of rater selection for buy-in

SELECTING RATERS

Rater selection is important to ensure buy-in and feedback results

Self, management, and direct reports are always included External customers add unique perspectives on behaviors

& service

Raters should have worked & known participant 4-6 months

Raters should have frequent interactions w/participants

Raters should understand participants role & job duties

TYPICAL RATER SELECTION

1) Selected by participant based on guidelines

2) Selected by direct managers

3) Selected by HR w/specific guidelines (i.e. all peers must be included)

4) Selected using collaborative process by participant and manager

BUY-IN It’s benefits

How it works

Who will see the feedback results

How and when results will be communicated

What the results are used for

Who will participate (mandatory?)

How raters are selected and their roles

EFFECTIVE INTERPRETATION AND

DELIVERY OF FEEDBACK

Access, Results, Interpretation and Feelings

ACCESS AND RESULTS

The employee and a neutral feedback facilitator should have access to the feedback reports

As a rule, managers should not be allowed to interpret results or handle feedback themselves

Never allow employees to receive feedback in a printed form or online report

Feedback should be interpreted and delivered by professionals experienced in delivering 360-degree feedback (H.R. or external consultant)

INTERPRETATIONFeedback coach- Specialized skill

Familiar with typical reactions/assists with handling feedback appropriately

Assist with interpretation via open dialog over time

Inspires employees to look within themselves and examine behavior

Teaches employees to reflect on their interactions with others

Encourages employees to examine their own performance while being honest about needed development

Emphasizes common themes of the raters to reinforce intended messages

Assesses data

HUMAN NATURE AND FEELINGS

Receiving feedback can invoke as much fear as public speaking

Accepting feedback from others takes us out of our comfort zone

Negative feedback is often viewed as rejection (vulnerability & defensiveness)

Undesirable feedback may threaten self-concept

Our most intense emotions come from relationships; negative feedback interrupts our relationships

For many, our place within an organization defines who we are

SAMPLE REPORTS

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