Evaluasi 360 degree rev

Editor's Notes

• #29: Ineffective Assessment ItemsIf you are not asking the right questions, how can you expect to get good data? You need to consider organizational expectations as well as job-specific competencies. Moreover, your assessment items need to be well written to gather the data you are looking for. Poorly written items will yield useless data. Garbage in - garbage out... Lack of Alignment with the Organization's Vision, Mission, and StrategyIf the things you are measuring are not important to the organization's vision, mission, and strategy, then employees will not be developing competencies that are aligned with the direction of the organization. Lack of Senior-Level SupportIf the leaders of your organization do not vocally support and encourage participation in the feedback program and express their belief in the benefits it will provide, your 360 initiative will never get off the ground. Lack of CommunicationYou MUST communicate with both the people receiving feedback and the people getting feedback. If you do not tell them what, why, how, and when, they will not be comfortable with the program. You must get buy-in at all levels of your organization to make it work. Fear / Lack of TrustIf participants are afraid to get feedback or if respondents are afraid to provide feedback, you will be fighting an up-hill battle. Communication helps reduce fear. One of the most effective ways to reduce anxiety is to use a neutral third party to administer your feedback program.
• #30: Poor PlanningIf your feedback program is not well thought out, it will not run smoothly. There are many logistical issues to consider before launching a feedback program. If your employees perceive that the program is not well planned, your credibility will be undermined. Inappropriate Delivery of FeedbackThe idea of a feedback program is to help employees perform better. Negative feedback can be demoralizing and counterproductive. If feedback is not provided in an appropriate manner, your program could backfire. We recommend using professional, neutral coaches to deliver feedback. No Development PlanSo what if you run a smooth 360 program? If you fail to do anything with the data, you have wasted your time as well as the time of both participants and respondents. Every person who receives feedback needs to create some developmental goals based on the feedback he or she received - and remember - those goals need to be both measurable and achievable. No AccountabilityDevelopmental goals are meaningless unless people are held accountable for achieving them. Make sure your employees and their managers understand how to create S.M.A.R.T. goals - Specific, Measurable, Attainable, Realistic and Timely. No Follow-UpHow will you know if your program has been a success if you do not follow up? How will participants know if they are improving without follow-up feedback? Plan to solicit additional feedback six to twelve months after the initial data are collected.
• #31: Secret #1 – Share Reasons with AssessorsWhether your peers, clients, team members or bosses, time will be required tocomplete the assessment for you.When you ask people to participate – and yes, ask,don’t “tell them they will be getting an invitation” – be gracious.Explain about how long it will take, what the purpose is, and let them know howmuch you appreciate their thoughts and efforts. If you plan to share the results (see alater suggestion), let people know that up front.Lastly, remind people that their feedback is anonymous and you hope they will behonest.Secret #2 – Have an Open MindSo the assessments are in and you receive your report. Perhaps the most importantthing you can do is keep an open mind as to what you are reading.Leave as many of your defensive bones and skeptical thoughts as you can at home.Review the report recognizing that the feedback is the perspective others have.Try not to judge it, but listen to it.Keeping an open mind sets you up for getting the most value from the process.Secret #3 – Get HelpRegardless of which 360 tool you have used, the report will likely be a bit daunting.While it is important to review by yourself for a few minutes first if at all possible(make sure to take some notes, and perhaps “sleep on it” before taking any actions),it is equally important to get someone who is both a good coach and knowledgeableabout the tool to help you interpret and think about the results.If your process allows for coaching, take advantage of it. If that isn’t offered, findsomeone in your organization who can go over it with you. At a minimum, find apeer or someone with good coaching skills who will spend some time with you andyour report to help you get the best interpretation