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360 feedback

Seminar in leadership and HRM

Group ET:

Elena Corna

Tania Mazzola

Index

1. Introduction

2. Definition

3. The purpose of 360 feedback

4. What does 360 feedback assess?

5. The process for implementing 360 feedback

6. The good side of 360 feedback

7. The bad side of 360 feedback

8. The influence of national culture in 360 feedback

9. Conclusions

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Introduction

If being effective is important, it should be measured.

How do they know are effective leaders? Or effective employee?

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360 feedback

Definition

Feedback:

“the situation when output

(or information about the result of) from an event or phenomenon in the past will influence the same event/phenomenon

in the present or future.”

Wikipedia

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360 feedback

“..also known as multi-rater feedback, multisource feedback, or multisource assessment, is a confidential anonymous feedback that comes from all around an employee.”

Wikipedia

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Subordinates, peers, supervisors, external sources, self assessment

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It starts during World War II

over one-third of U.S. companies use multisource feedback

in Italy it is a method still little known and not very practiced

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Which is the goal?

feedback tool only

performance appraisal tool

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VS

The purpose

“You need to know yourself well, your habits, strengths and shortcomings. Questioning yourself thoroughly is the beginning of change”.

Rosen, 2000

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What does 360 feedback assess?

INTEGRITY: avoidance of risk, responsibility;

CREATIVITY: innovation, adaptability;

LOGICAL and ANALYTICAL SKILLS: rationality, numerical

skills;

ABILITY TO REPORT INTERPERSONAL SKILLS: empathy;

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PERSUASION: communication, listening and writing skills;

PLANNING and ORGANIZATION: time management, planning;

ORIENTATION TO QUALITY: concentration on tasks, high standards;

ENERGY and MOTIVATION: energy, ability to motivate.

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The alternatives

5. Always demonstrates this skill/competency

4. Usually…

3. Sometimes..

2. Seldom..

1. Never..

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The process for implementing 360 feedback

thoughtful planning

Are the employees accepting the system?

Are the goals, procedures and benefits of the system clearly defined?

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Guidelines to use the 360 feedback

system successfully:

fit with the culture of the organization

conduct an information campaign

the rating instruments must be valid

the raters must be familiar with the rated’s performance

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train raters on how to provide accurate and respectful ratings

administer the performance regularly

there must be an hard sense of true!!

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The practical steps

1. The development of the questionnaire

2. Self evaluations

Identification of the raters chosenrandomall

Some or every areas

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3.Communication and launch of training

ensure the anonymous style

4.The operational phaseemail invitation

fill out the questionnaire individually and on-line

the system processes all the answers and generates a report

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5. The rated receive the results

the final report is very clear

reports for each area

strengths and areas for improvement

graphs to compare

The turnover!!!!

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The coach

reading and understanding the data

having awareness of self strengths and weaknesses

summarizing the knowledge gained

understanding what can and what cannot be changed

selecting an appropriate course of action

getting the right motivation to change

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The good side of 360 feedback

Improved feedback from more sources

• peers

• coworkers

• supervisors

• …

Provide much information and their nature is much rich

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Permit people being honest

The questionnaire is

anonymous

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Personal and organizational performance development

Training needs

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Responsability for career development

Reduced discrimination risk

Variety of people

• job functions

• age

• race

• gender

• …

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Progressive Continue over time

… and more

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The bad side of 360 feedback

Wrong purpose:

Feedback tool Performance appraisal tool

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Unreadiness of the company

The incorrect reason for 360 feedback

pressure to imitate the others

implementation without clear objectives

Lack of communications

raters inexperienced and ineffectiveness

support and encourage of the leaders

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Insufficient information

anonymous vs Ask for clarifications

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Ineffective assessment items

Right questions for good

datas

well written

coherence with organization’s vision, mission and strategy

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Wrong interpretation of the results

role of the

COACH

The influence of national culture in 360 feedback

Hofstede Power distance:

large: supervisors and subordinates unequal

autocratic management style

small: limited dependence on supervisors

participatory management style

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Low power distance 360 more effective

Employees want to partecipate

The borth in North America

Diffused more in anglosaxon countries

High power distance 360 less effective

Virtually non existent in China

Only leaders are able to evaluate

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Individualism/collectivism:

Individualistic culture: individualism,

personal freedom of choice,

individual initiative

Collectivistic culture:

the interests

of the group prevail

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Individualistic cultures 360

Americans expect feedback to improve

Collectivistic cultures 360

Chinese prefer the harmony of the group

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Conclusions

An active preparation

A real need

It’s anonymous

The importance of a coach

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Per informazioni:

http://www.ebcconsulting.com/test-feedback-360.html

http://www.ebcconsulting.com

Group ET: Elena Corna -- Tania Mazzola