360 Feedback New
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- 360 feedback involves employees assessing supervisors, subordinates, peers, and sometimes customers to provide feedback on performance. - It is most effective when there is a clear objective for feedback, participants are prepared to receive feedback, and there is a plan to address issues that arise. - Implementing 360 feedback requires careful planning including defining what to evaluate, testing surveys, training participants, and deciding how results will be shared and used.
360 Feedback New
- 1. 360 Feedback Evaluations Created by Jon DeWolfe Boise State University
- 2. What will be covered What is 360 Feedback? Can 360 Feedback be effective for you? Creating the Survey How it works Real World Example Let’s Give it a Try Summary Readings List
- 3. What is 360 Feedback? 360 feedback/multirater feedback is the assessment of employees by supervisors, subordinates, peers, and in some cases customers. Used as a developmental tool
- 4. Can 360 Degree Feedback Be Effective For You? Do you have the proper foundation for a successful program? One Size does not fit all What are our objectives of feedback? Ask yourself, can you handle the feedback?
- 5. How to Create the Correct Survey Define what you want to evaluate Be Specific with your questions Determine how results will be published Test, Revise, Finalize
- 6. Setup, Train, Connect to Succeed Setup Training, Training, Training Connection of the Process
- 7. Why we Train, and then Train Again Employees do not know how to give or interpret constructive feedback Coaches Feelings and Emotions
- 8. 3 Different Ways to Administer Send managers or certain individuals to an outside consultancy firm. Contract out Internet/Intranet Based “In House”
- 9. Implementing Survey Anonymity and Confidentiality Constructive Comments vs. Suggestions for Improvement Voluntary vs. Mandatory
- 10. How it works Likert Scale Open-Ended Questions Distribution Collection
- 11. Problems with Surveys Performance Appraisals Individual Appraisals Boycott of Survey
- 12. Nestle North America Real World Example
- 13. Nestle North America Kim Jeffery, CEO of Nestle Perrier He was a very demanding type manager on purpose his style had been used in past, by his predecessor
- 14. Nestle North America Time for a change Brought in a consultant to handle surveys and interviews with senior management Revelations of intimidation, temper problems, and firing power
- 15. Nestle North America Subordinates were so intimidated by Jeffery that they weren’t coming to him with problems and ideas for fear of his temper. Self Reflection. “I was mad at myself when I heard, I know the right way to do things. I thought I was seen as the regular guy. I didn’t realize the impact my words had on people.”
- 16. Nestle North America Reaction and Plan of Action He says he’s better now-fewer outbursts and more effort to get managers working together. He stresses that nobody can be perfect, but can change most problems with help and personal action plans. Final verdict: “With one or two lapses, I’m told I’ve done very well.”
- 17. Let’s Give It A Try How Do You Rate? Let’s take a few minutes and really evaluate how this process can work. Evaluate yourself based on the questions given Take a name from pile
- 18. How Do You Rate? Evaluate person #1 Take 2nd Sheet of Paper Evaluate person #2
- 19. How Do You Rate, Cont. ? Place all surveys in a pile face down Administer surveys to appropriate people Allow 5 minutes for reading and thought Discussion Surprised from results? Are you prepared?
- 20. Summary Training and planning is key Action plan for dealing with feedback Use as a developmental tool Focus the survey on core competencies Adjust your attitude from the beginning, this process will make you a better manager
- 21. Readings & Websites Of Interest Software http://www.360-degreefeedback.com/ http://www.boothco.com/ http://www.3dgroup.org/what_feed.html http://www.softscape.com/home.htm http://www.panoramicfeedback.com/
- 22. Books Maximizing the value of 360-degree Feedback… By Tornow and London The Art and Science of 360 Feedback By Lepsinger and Lucia The Thin book of 360 Feedback: A Manager’s Guide By Collins
- 23. Bibliography Nowack, Kenneth M., Hartley, Jeanne. 1999, How to Evaluate Your 360 Feedback Efforts. Training & Development . Vol. 53, Issue 4 Atwater, Leanne, Waldman, David. 1998, Accountability in 360 Degree Feedback. HR Magazine , Vol. 43, Issue 6.
- 24. Bibliography Cont. Frisch, Michael H. 2001, Going Around in Circles with ‘360’ Tools: Have They Grown Too Popular For Their Own Good?. Human Resource Planning. Vol. 24, Issue 2 Bracken, David W., Summers, Lynn, Fleenor, John. 1998, High-Tech 360. Training & Development , Vol. 52, Issue 8
- 25. Bibliography Cont. Rosti Jr, Robert T., Shipper, Frank. 1998, A Study of the Impact of Training in A Management Development Program Based on 360 Feedback. Journal of Managerial Psychology . Vol. 13, Issue ½ O’Reilly, Brain, Furth, Jane. 1994, 360 Feedback Can Change Your Life. Fortune . Vol. 130, Issue 8
- 26. Bibliography Cont. Pollack, David M. Pollack, Leslie J. 1996, Using 360 Feedback in Performance Appraisal. Public Personnel Management . Vol. 25, Issue 4 Bracken, David W., Summers, Lynn, Fleenor, John. 2001, 360 Feedback From Another Angle. Human Resource Management Vol. 40, Issue 1