USP-D

USP-D Deutschland Consulting GmbH 360feedback – profit and effect through team and group reports www.usp-d.com

360feedbackadded

value

resultsHR

managementteam

stakeholders

profit

group report

improve

output

performance

comprehensive

team report

effect

strategy

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360feedbackUSP-D

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AGENDA/KEY POINTS

1 Context

2 Group Report

3 Added Value

4 Discussion

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PODIUM PARTNERS

Uta Stiene Magnesita, Personnel Development

Angelika Ehms Ferrostaal, Personnel Development

Carmen Klann USP-D, Senior Consultant - 360feedback expert

MODERATION

Petra Schulte USP-D, Managing Director

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LOCALISATION

360feedback means management-diagnostic from a multi-perspective.Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is

the catalyst of behavioral change.

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GROUP REPORT GENESIS in a Nutshell

1998

2001

2003

2005

2008

360feedback

in USP-D

360feedback

web application

5 years of

relevant data

� 1st group

report for

individual

customers

standard group

reports on

demand for all

customers:

comparisons +

peculiarities

special group

reports on demand

Clusters: regions,

functions, positions,

groups,

competences

� hypotheses +

recommendations

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HR Initiatives and Issues for 2011 – 20120% 10% 20% 30% 40%

Talent/performance systems

Streamline processes/systems

More involvement in strategic business-driven issues

Recruiting/staffing services/systems

Upgrade HRMS

Reporting/analytics

Compensation/benefit services/systems

Training

Systems integration

Define human capital metrics and dashboards

New HRMS

Accuracy of data

Manager self-service

Payroll/time management services/systems

Cost

Employee self-service

HR website/usability

Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa.

More than half (55%) are global or multinational companies..

360feedback

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5 MYTHS and MISCONCEPTIONS

MYTH1. 360 surveys only work in big companies.

2. 360 surveys aim to control the

managers and enhance distrust and

fear. They lead to consequences.

3. 360 surveys are a complete feedback

process and replace PDA.

4. 360 surveys are a change.

5. Conducting 360s needs a mature

organization and does not fit in a

change process.

MYTH1. 360 surveys only work in big companies.

2. 360 surveys aim to control the

managers and enhance distrust and

fear. They lead to consequences.

3. 360 surveys are a complete feedback

process and replace PDA.

4. 360 surveys are a change.

5. Conducting 360s needs a mature

organization and does not fit in a

change process.

TRUTH1. Not the WHERE - the WHAT FOR counts

2. Conducted with care you support a

positive feedback culture + enhance

commitment.

3. 360 results without context + transfer

� no positive effect

4. 360 = tool

Development + change = processes

5. 360 surveys need a clearly defined

purpose. Repeated in reasonable

intervals they support change.

TRUTH1. Not the WHERE - the WHAT FOR counts

2. Conducted with care you support a

positive feedback culture + enhance

commitment.

3. 360 results without context + transfer

� no positive effect

4. 360 = tool

Development + change = processes

5. 360 surveys need a clearly defined

purpose. Repeated in reasonable

intervals they support change.

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THE TYPICAL PROCESS

� What should be achieved?

� Who are the main beneficiaries?

PURPOSE

DEFINITION

360FB

COMPLETION

DEBRIEFING

PHASEGROUP

REPORT

DEFINITION

REPORT

REFLECTION

TRANSFER

REVIEW

Analysis Areas = Cluster Definition

Reasonable Repetitions:

� relevance

� effect

� change

MT or HR: Short to long

term action plan for

‘change’

� 1 cumulated picture for the

team: trust + commitment

� N cumulated pictures for the

organization:

understanding + growth

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REPORT SECTION

Management SummaryHighlights/Lowlights, Development Areas, Ranking of Competencies

Demographic/Statistical SummaryStatistical Distinctions and Development

Main ReportComparison: Competencies, Target Groups, Stakeholder Groups, Timeline � Interpretation and Recommendation

Development PortfolioRecommendations, Measures, Planning,Priority Indication, Hypotheses

Customers’ key interest: No figures and tables but Hypotheses and Recommendations!

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Feedback Accumulation - ADDED VALUE

AbilityAbility MotivationMotivation OpportunityOpportunityPerformance = x x

Individual Report,

Feedback

Team Debriefing

Group Report

Measures Definition

����Programs

Cultural Campaigns

���� Trust, Climate

Organizational Issues

���� Change Necessities

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Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers)

0% 20% 40% 60% 80% 100%

detect success barriers (strategy)

anchor performance criteria

link indiv. leadership to team/org. dev.

align business strategy with HCM

identify changes in management style

optimize cooperation

industry benchmarks

Referring to 2010-2012, Status 09 20 2012, 39 organizations

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Group Report - ADDED VALUE for HR (Feedback from Customers)

Referring to 2010-2012, Status 09 20 2012, 39 organizations

0% 20% 40% 60% 80% 100%

program effectiveness (gmt. Dev.)

talent management (needs/design)

organizational development

identification of survey areas

integration of company values

success evaluation PD processes

HR planning/forecast

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DISCUSSION

� What are your experiences with surveys (here: group reports) so far?

� What is from your perspective part of an effective group report?

� How should the board/management deal with survey results?

� How would you like to be supported in reflection and transfer?

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Looking forward to seeing you!

Visit us in 11.3 , at U.20

Petra Schulte

USP-Dwww.usp-d.com

Your questions...