What to Expect from the 360 Feedback Process

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What to Expect from the 360 Feedback Process


Charles Rogel, MBA Dir. Business Development

DecisionWise

Paul Warner, PhD Dir. Consulting Services

DecisionWise

http://www.decision-wise.com/





Why feedback?






When people give and receive feedback . . .

They hope that nothing gets worse, and something gets

better.






How things can get better

• Behaviors clarified

• Dialogue promoted

• Self-awareness increased

• Working relationships improved

• Development encouraged

• Performance enhanced

• Accountability raised






360 Feedback is not a valid measurement of

truth.

360 Feedback is a valid measurement of people’s

perceptions right now.






The 360 process

Select raters

Confirm raters

Take survey

Receive report

Create goals






Your Peers

Rater groups

You

Your Supervisor(s) Your Direct Reports If you changed supervisors in the past three months, you may want to invite your previous and current supervisors to participate.

Include those who have worked immediately under you for at least three months. It is recommended that you include all of your direct reports.

Your Others Indirect reports, internal or external customers, or cross-functional team members.

Include those with a similar job level with whom you work regularly.






Rater criteria

in each group 3-5 raters

Regular interaction Select raters who know your work and interact with you frequently. Do not select raters with whom you have had only casual or brief interactions.

Varying viewpoints select

Seek a balanced set of raters who can provide objective feedback, both reinforcing and redirecting.






Giving feedback

You may be invited to provide feedback because you are someone:

•Whose opinion is respected

•Who has a long enough working relationship with the participant to be able to provide ratings on specific competencies and behaviors

•Who will give a fair and accurate perspective, including specific comments that illustrate both strengths and areas for development

•Who is believed to be supportive of the individual’s development efforts

The participant wants YOUR perceptions of strengths and areas for development – and he or she wants your written comments






Think ahead about how to provide feedback so the

other person can hear it as you intend.

Making feedback helpful






Be respectful in your comments.








Speak for yourself.






Base your ratings and comments on the questions

that are being asked.








Be honest.






Comparing the individual to other employees rather than to the job expectations.

Beware of personal bias

Contrast Range First

impression

Recency Halo/horn Similar-to-

me






Using only one or two ratings in the scale, decreasing the meaningfulness of the feedback.



impression


me






Using initial favorable or unfavorable impressions to make judgments of the individual, instead of

considering their behavior and your interactions over time.


impression


me







Using one recent event, either good or bad, to form the entire evaluation of the individual, rather than

looking at their behavior over time.


impression


me







Basing the entire evaluation on one positive or negative aspect of the individual’s behavior or

performance, instead of looking at him or her more objectively.


impression


me







Giving more favorable scores to individuals who are perceived as similar to yourself, instead of valuing

differences.


impression


me







The survey questions describe specific, observable behaviors

The surveys have been tested and refined through practical application and statistical research regarding successful leaders

The feedback is relevant to success in your current position

The survey is based on competencies critical to leadership effectiveness in your organization

The feedback is reflective (past) as well as predictive (future)

The survey






7-point performance scale

1 2 3 4 5

Very Poor Poor Fair Average Good

8

Don’t Know / Not Applicable

6. Considers multiple sources of information when making decisions.

6

Excellent

7

Outstanding






• The survey process is administered by a DecisionWise project manager

• The survey is delivered online through a secure website

• Survey responses come directly to the DecisionWise database

• Rater feedback is reported as a group

• No individual responses are identified in the report, except self and supervisor

• If only one rater responds in a group, his or her responses are rolled up to the overall leadership score and their comments will be on the report.

Confidentiality






Demographic Summary Shows the number of respondents in each rater group

Competency Summary Shows summary scores for overall leadership score and each of the selected

competencies

Focus Areas Highlights the highest and lowest average scores (relative to the norm)

Behaviors Shows the average scores by rater group for each competency area and behavior

Derailers Shows the average score by rater group for each derailer

Written Comments Shows the exact comments made by your raters about your strengths and areas

for improvement

The Report




http://www.decwise.com/pdf/DecisionWise-Sample-360-Degree-Feedback-Report.pdf

http://www.decwise.com/pdf/DecisionWise-Sample-360-Degree-Feedback-Report.pdf



Survey categories and questions describe leadership competencies appropriate to the role.

The numbers indicate the number of people responding in each rater group.

The average score for each rater group is shown by the length of the blue bar and the number printed on it.

The vertical red line indicates the “norm” (average score for all participants).

Very Poor Poor Fair Average Good Excellent Outstanding

1

1

6

8

5

21. Consistently delivers superior

results.

5.0

5.0

5.3

4.1

5.8

(1) (2) (3) (4) (5) (6) (7)

Self Supervisor Peer

Direct Report

Other

Survey items






EN

ER

GY

Shock

Anger

Resistance

Acceptance

SARA: The Natural Response to Feedback






Turning Feedback Into Results

Leadership Intelligence®

Awareness

• Receive report

• Understand feedback

• Thank raters

• Summarize findings

• Create goals

Action

• Take action on goals

• Define the indicators for success

• Ask for feedback

Accountability

• Review goal progress with supervisor/mentor

• Ask for feedback






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What to Expect from the 360 Feedback Process