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360 feedback Seminar in leadership and HRM Group ET: Elena Corna Tania Mazzola

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Index 1. 2. 3. 4. 5. 6. 7. 8. 9.

Introduction Definition The purpose of 360 feedback What does 360 feedback assess? The process for implementing 360 feedback The good side of 360 feedback The bad side of 360 feedback The influence of national culture in 360 feedback 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? 360 feedback

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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 5


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 7


Which is the goal?

feedback tool only VS

performance appraisal tool

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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.. 12


The process for implementing 360 feedback thoughtful planning

ďƒ˜ Are the employees accepting the system? ďƒ˜ 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

chosen random all

Some or every areas 17


3.Communication and launch of training ensure the anonymous style 4.The operational phase email invitation fill out the questionnaire individually and on-line the system processes all the answers and generates a report 18


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 20


The good side of 360 feedback  Improved feedback from more sources

• peers

Provide much information and their nature is much rich

• coworkers • supervisors •…

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ď Ż Permit people being honest

The questionnaire is anonymous

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ď Ż Personal and organizational performance development

Training needs

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 Responsability for career development  Reduced discrimination risk • job functions • age Variety of people

• race • gender

•…

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 Progressive

Continue over time

 … and more 25


The bad side of 360 feedback ď Ż 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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ď Ż 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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ď Ż Wrong interpretation of the results role of the COACH

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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

ďƒź Americans expect feedback to improve

Collectivistic cultures

360

ďƒź 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

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Feedback360 slide Elena Corna  

Feedback360 - valutazione del personale con il metodo 360

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