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USP-D

performance

improve

profit

group report

strategy effect

feedback

added value

360

team report output USP-D Deutschland Consulting GmbH

360feedback

stakeholders

results team

HR management

comprehensive – profit and effect through team and group reports

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USP-D

feedback

360

AGENDA/KEY POINTS

2

1

Context

2

Group Report

3

Added Value

4

Discussion

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USP-D

feedback

360

PODIUM PARTNERS Uta Stiene

Magnesita, Personnel Development

Angelika Ehms

Ferrostaal, Personnel Development

Carmen Klann

USP-D, Senior Consultant - 360feedback expert

MODERATION Petra Schulte

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USP-D, Managing Director

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USP-D

feedback

360

LOCALISATION

360feedback

means management-diagnostic from a multi-perspective.

Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is the catalyst of behavioral change. 4

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USP-D

feedback

360

GROUP REPORT GENESIS in a Nutshell

2008 2005 2003 2001 1998

360feedback

web application 360feedback

in USP-D

5

5 years of relevant data 1st group report for individual customers

standard group reports on demand for all customers: comparisons + peculiarities

special group reports on demand Clusters: regions, functions, positions, groups, competences hypotheses + recommendations

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USP-D

feedback

360

HR Initiatives and Issues for 2011 – 2012 0% Talent/performance systems Streamline processes/systems More involvement in strategic business-driven issues Recruiting/staffing services/systems Upgrade HRMS Reporting/analytics Compensation/benefit services/systems Training Systems integration Define human capital metrics and dashboards New HRMS Accuracy of data Manager self-service Payroll/time management services/systems Cost Employee self-service HR website/usability

10%

20%

30%

40%

feedback

360

Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa. More than half (55%) are global or multinational companies.. 6

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USP-D

feedback

360

5 MYTHS and MISCONCEPTIONS

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MYTH

TRUTH

1. 360 surveys only work in big companies.

1. Not the WHERE - the WHAT FOR counts

2. 360 surveys aim to control the managers and enhance distrust and fear. They lead to consequences.

2. Conducted with care you support a positive feedback culture + enhance commitment.

3. 360 surveys are a complete feedback process and replace PDA.

3. 360 results without context + transfer no positive effect

4. 360 surveys are a change.

4. 360 = tool Development + change = processes

5. Conducting 360s needs a mature organization and does not fit in a change process.

5. 360 surveys need a clearly defined purpose. Repeated in reasonable intervals they support change.

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USP-D

feedback

360

THE TYPICAL PROCESS Reasonable Repetitions: relevance effect change

What should be achieved? Who are the main beneficiaries?

REVIEW

PURPOSE DEFINITION

360FB COMPLETION

TRANSFER MT or HR: Short to long term action plan for ‘change’

REPORT REFLECTION

DEBRIEFING PHASE GROUP REPORT DEFINITION

1 cumulated picture for the team: trust + commitment N cumulated pictures for the organization: understanding + growth

Analysis Areas = Cluster Definition 8

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USP-D

feedback

360

REPORT SECTION Management Summary Highlights/Lowlights, Development Areas, Ranking of Competencies

Demographic/Statistical Summary Statistical Distinctions and Development

Main Report Comparison: Competencies, Target Groups, Stakeholder Groups, Timeline Interpretation and Recommendation

Development Portfolio Recommendations, Measures, Planning, Priority Indication, Hypotheses

Customers’ key interest: No figures and tables but Hypotheses and Recommendations! 9

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USP-D

feedback

360

Feedback Accumulation - ADDED VALUE

Performance =

Ability

x

Motivation

x Opportunity

Group Report Team Debriefing

Measures Definition Programs

Cultural Campaigns Trust, Climate

Organizational Issues Change Necessities

Individual Report, Feedback

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USP-D

feedback

360

Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers) 0%

20%

40%

60%

80%

100%

detect success barriers (strategy) anchor performance criteria link indiv. leadership to team/org. dev. align business strategy with HCM identify changes in management style optimize cooperation industry benchmarks Referring to 2010-2012, Status 09 20 2012, 39 organizations 11

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USP-D

feedback

360

Group Report - ADDED VALUE for HR (Feedback from Customers) 0%

20%

40%

60%

80%

100%

program effectiveness (gmt. Dev.) talent management (needs/design) organizational development identification of survey areas integration of company values success evaluation PD processes HR planning/forecast Referring to 2010-2012, Status 09 20 2012, 39 organizations 12

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USP-D

feedback

360

DISCUSSION What are your experiences with surveys (here: group reports) so far? What is from your perspective part of an effective group report? How should the board/management deal with survey results? How would you like to be supported in reflection and transfer?

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USP-D

feedback

360

Your questions...

Looking forward to seeing you! Visit us in 11.3 , at U.20 Petra Schulte USP-D www.usp-d.com

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USP-D 360 Degree Feedback Group Report  

360 Degree Feedback means management-diagnostic from a multi-perspective. The group report adds additional value: These aggregated reports c...

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