Download - 360 Feedback Final
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Shabbir Anower
Qudsia Begum,
Yousuf Shabbin Ahmed
Farzana Islam
Group # 6
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360 degree
360 degree feedback is the best way to get the best
feedback on a person. Its a way of getting an accurate
assessment of a persons behavior and attitudes as he/ she
go about his/ her daily businesses. 360 tool is based
around a competency framework.
It will cover:
A series of carefully structured questions
Participants are asked to give feedback on their perceptionsCompiled into a feedback report
Through this it generated a structured feedback & identifies thedevelopment areas.
Action-plan identification & follow-up
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360 degree respondents
Seniors
Peers
Juniors
Colleagues
External..
Customers
Suppliers or
Other interested stakeholders
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Action-plans
Set-up facilitated meetings to share the 360 degreefeedback results.
The individual's boss is often part of this meeting so he orshe can support action planning and development.
Identifying a specific measurable achievable relevant andtimed (SMART) action plan
Identifies the training, coaching & development
requirement
Follow up meetings with a coach, a mentor, or a trustedsupervisor to discuss the feedback.
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Output from 360 degree
Feedback for a better self-understanding
Corrective actions for self- development
Discover weaknesses
Discover new
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360 degree
Used for
Opportunity to
improve & develop
A part of process forcoaching, training &
development
identification
Leadership
assessment formanagers
Talent assessment
Should not be used for
Promotion
Reward
Pay decision
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Sample questionnaires
Describe what this person does well? (Be Specific)
What do you wish this person would stop doing? (Be Specific)
What do you think this person should do more of? (Be Specific- Positive or Constructive)
What one single piece of advice would you give this person toimprove his/her effectiveness? (Positive or Constructive)
What Business Skills or Technical Skills should this personlearn next?
Other Comments
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Competency Choosing
Team Working
Developing self
Developing others
Relationship building
Communication
Leadership and inspiring others
Integrity and ethical management
Motivation
Adaptability/ change management
Analytical thinking
Planning and organizing
Decision making
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Questionnaires based on
competency criteria
Team Working
Supports less experienced colleagues
Encourages a strong sense of team spirit
Develop ideas and solutions jointly with others
Focuses the team on what will contribute to success in the long term
Take responsibilities for teams actions
Give fair and constructive feedback to team members
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Questionnaires based on
competency criteria
Adaptability/ Change
Challenges conventional views to benefit the business
Identifies when/ where changes are required
Enthusiastically accepts beneficial changes
Suggests ideas for possible improvements
Adopts ideas used successfully elsewhere
Generates innovative ideas and solutions
Translate ideas into practical solutions
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Questionnaires based on
competency criteria
Developing Self
Actively seeks feedback to assist with continuous self-development
Sees own development as important
Reviews & consciously learns from experience
Open to learning
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Questionnaires based on
competency criteria
Developing Others
Promotes the idea of continuous improvement
Creates a positive learning environment
Encourages others to stretch themselves
Provides personalized coaching and support to others
Sets and agrees objectives with people and monitors their progress
Understands peoples strengths and aspirations and takes them into accountwhen allocating responsibilities
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Questionnaires based on
competency criteria
Motivations
Gives praise and open recognition
Displays genuine interest in people and their progress
Has strength and maturity to support individuals and teams through difficultcircumstances
Takes time to discover what motivates individuals
Demonstrates belief in others abilities
Motivates others through personal examples
Involves others and encourages full participation
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Questionnaires based on
competency criteria
Analytical Thinking
Formulates clear and specific proposals for action
Is able to bring together information from a number of different sources whenforming a decision
Backs up conclusions with logical analysis
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Questionnaires based on
competency criteria
Communications
States own views clearly and concisely
Conveys complex information in plain language
Has manner, style and presence that makes a positive impression
Tackles disagreement constructively
Listens to and considers others views
Asks questions to find out others real views and check understanding
Uses email communications appropriately and in a way that generates apositive reactions in the recipients
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Questionnaires based on
competency criteria
Decisions Making
Applies common sense when making decisions
Can make considered decisions quickly when necessary
Is prepared to take tough decisions and is prepared to see them through
Seeks expert advice or objective opinions before making decisions
Is prepared to be influenced by sound arguments and new information orevidence
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Questionnaires based on
competency criteria
Planning & Organizing
Hold structured and productive meetings
Identifies clear targets and priorities
Ensures own work is accurate and timely
Concentrates effort on priorities
Plan for the long term
Allows for contingency in plans
Reviews and reassesses plans and priorities on a regular basis
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Questionnaires based on
competency criteria
Leadership & inspiring others
Is a source of strength in times of uncertainty
Leads without aggression or arrogance
Generate energy and enthusiasm in others
Shows trust in the abilities of others
Takes a lead in uncertain situations
Inspires others to believe that they can achieve worthwhile goals
Delegates effectively to others
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Scoring the feedback
Agreewith
statement
Strongly agree
Agree
Neutral
Disagree
Strongly disagree Frequency
Nearly Always
Most of the time
Sometimes
Not very often
Almost never
Ability
Clear strength
Very good
Good Not very good
Clear weaknessEffectiveness
81-100% 61-80%
41-60%
21-40%
0-20%
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Scoring the feedback-Self & Others
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Scoring the feedback-
Spider Diagram
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Interpreting & segmenting the
feedback
Known strength
You and othersagree that these are
well developedbehaviors.
Blind Spots
Others believe youhave a developmentneed that you do not
see
Known
development needs
You and othersagree that these are
less well developedbehaviors.
Hidden lightsOthers believe youhave strength that
you do not see
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Taking Actions
Prioritize To develop performance in current role?
To build relationships with individuals or groups of people?
To develop skills for the future?
To improve the way of works?
Work on Action point What specifically are you going to do?
When are you going to do it?
What difference will it make if you get it right
How will you know when you have succeeded?
How will you measure your success?
Is what you have planned achievable in the time?Development progress
Obtain your line managers agreement and support for the plan
Seek the support of others
Allocate time to review and update your plan
Go for some early successes
Expect people to be surprised when they see you change
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Sample Action-plan
CompetenceDevelopment
Influencing Skills
Key Behaviors
Listening to the viewsof others before
adding my own Preparing a well-
supported argument
Understanding howother people areinfluenced
Benefit fromimproving ormaintaining
Will be betterprepared for meetings
Conflicts will bereduced
Will get others on myside
My views will getheard without
upsetting others
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Changing behaviors:Influencing Skills
Decide on a situation to influence Plan your approach
Explain to someone the situation and ask them for direct feedbackafter the event
Reflect on your performance and plan for the next situation
Direct Action
Observe someone who has well developed skills in this area andthen ask them to coach you on how to approach an influencingsituation
InvolvingOthers
Ask for an assignment that will test your influencing skills.
Ask for support from your manager or coach.
On the job
development
Attend a formal course on Influencing SkillsOff the job
development
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360 degree feedback enables leaders to
Take advantage of under-utilized personnel strengths toincrease productivity
Apply human assets data to the valuation of the organization
Make succession planning more accurate
Design more efficient coaching and training initiatives
Support the organization in marketing the skills of its members
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360 degree respondents
Supervisors know work requirements
Supervisors can re-schedule and re-allocate individual work
Measure critical incident
Managers/Supervisors
appraisal
His/her own strengths/weaknesses
Actual performance is rated by the supervisorsSelf
appraisal
Subordinates can also do supervisors appraisals
May result in dishonest appraisalsSubordinate
appraisal
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360 degree respondents
Accurate and valid appraisal Ratings are simply a popularity contest
Managers are reluctant to give up control over the appraisalprocess
Those receiving low ratings might retaliate against their peers
Peers rely on stereotypes in ratings
PeerAppraisal
Impossible to separate out an individuals contribution
TQM principles and practicesTeam
Appraisal
External customer
Internal customerCustomerAppraisal
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360 degree advantages
Scopes for continuous improvement
Provides feedback from many improvement perspective
Identifies development opportunities
Focuses on core competencies
Increases the credibility of the appraisal result
The feedback can help to enhance the staffs self-development
A chance to complain their manager without following the normalcomplaint procedures.
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360 degree disadvantages
Feedback may not be totally honest
Feedback can be hurtful
Not having enough reviewers
Employees focus on the negative
Time consuming and more complex on administration
Risk of confidentiality
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360 feedback process overview
FeedbackCollection
Data
Compilation
RighteousInterpretation &
Assessment
ObservationSharing
DeployAction plans
Maintainconfidentiality
Retain openness
& honestyPositive
delivery
Respect theAssessment
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Issues to be considered for
a successful 360 degree feedback
Necessary training for all employees
Understanding the confidentiality of the process
Goals of the 360 degree feedback process are clear to the partiocipants
Participants should have know what the organization will do with the data
Organization should understand the expectations of the employees
Feedback process can be designed with relevant examples and comments
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Usefulness of 360 degree feedback
Improved feedback from more Sources
Team development
Personal and Organizational performance development
Responsibility for career development
Reduced discrimination risk
Improved customer service
Training needs assessment
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360 degree feedback practiced organization in
Bangladesh
If you want one year of prosperity, grow grain
If you want ten years of prosperity, grow treesIf you want one hundred years of prosperity, grow people
Based on the feed back from Nokia Siemens, Banglalink and Standard CharteredBank.
360 degree feedback has been one of the most productive ways to improve thequality of a persons work.
The concept of 360 feedback is that typically several reports and/or questionnaireswill be filled out in regards to a particular employee, including reports from theirteam leaders, manager, peers, and co-workers.
Most companies and organizations use this particular type of employee feedback sothat everyone involved has a better understanding ofwhat is being done well in anindividuals work and where an individual could use improvement.
This method of feedback is very convenient for an employer or manager to seewhere their company might need more training.
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360 degree feedback practiced organization in
Bangladesh
It is an easy way to isolate the strengths and weaknesses of an employee, project or company itself.
The best thing about 360 degree feedback is that it is anonymous.
Where there is anonymity, there is more honesty. In a general 360 degree feedback setting,employees are asked to submit their opinions as well as assessments to the company or employer.
The majority of assessments offered for 360 degree feedback include basic skills and knowledge,work presentation, ability to listen, plan and efficiently set goals.
This 360 degree feedback might also assess an employees capability of leadership, team buildingskills and the general effect that an employee has on the company and work environment in general.
360 degree feedback, however, will not assess certain qualities of an employee or company. Mostsurveys, reports or questionnaires will not ask to measure certain qualities such as punctuality,attendance and whether or not certain sales demands are being made.
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Ten mistakes that cause a 360-degree feedback
program to fail
You need to consider organizational expectations as well as job-specific competencies. Moreover, your assessment items needto be well written to gather the data you are looking for.
Ineffective AssessmentItems
If the things you are measuring are not important to theorganization's vision, mission, and strategy, then employees
will not be developing competencies that are aligned with thedirection of the organization.
Lack of Alignment with the
Organization's Vision,Mission, and Strategy
If the leaders of your organization do not vocally support andencourage participation in the feedback program and expresstheir belief in the benefits it will provide, your 360 initiativewill never get off the ground.
Lack of Senior-LevelSupport
You MUST communicate with both the people receivingfeedback and the people getting feedback. If you do not tellthem what, why, how, and when, they will not be comfortablewith the program. You must get buy-in at all levels of yourorganization to make it work.
Lack of Communication
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Ten mistakes that cause a 360-degree feedback
program to fail
If participants are afraid to get feedback or if respondents areafraid to provide feedback, you will be fighting an up-hillbattle. Communication helps reduce fear. One of the mosteffective ways to reduce anxiety is to use a neutral third party toadminister your feedback program.
Fear / Lack of Trust
If your feedback program is not well thought out, it will not runsmoothly. If your employees perceive that the program is notwell planned, your credibility will be undermined.Poor Planning
The idea of a feedback program is to help employees performbetter. Negative feedback can be demoralizing andcounterproductive. If feedback is not provided in an appropriatemanner, your program could backfire. We recommend usingprofessional, neutral coaches to deliver feedback.
Inappropriate Delivery ofFeedback
If you fail to do anything with the data, you have wasted yourtime as well as the time of both participants and respondents.Every person who receives feedback needs to create somedevelopmental goals based on the feedback he or she received -and remember - those goals need to be both measurable andachievable.
No Development Plan
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Ten mistakes that cause a 360-degree feedback
program to fail
Developmental 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.
NoAccountability
How will you know if your program has been a
success if you do not follow up? How will
participants know if they are improving withoutfollow-up feedback? Plan to solicit additional
feedback six to twelve months after the initial
data are collected.
No Follow-Up
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Conclusion
360 degree feedback experts suggest there be a neutral party or a Human Resource representative
to be available if an employee feels uncomfortable or upset.
In order to set specific goals, a plan should be drawn up of how to execute the 360 degreefeedback delivery.
There should also be a list of goals that the employer or company would like to see. For example,What is the consensus of the companys standing with thepublic?
360 degree feedback is also suggested to be followed up within year of the first assessment. Indoing so, the employer or company will be able to see if there were results after giving suchfeedback.
For many people, receiving constructive criticism is imperative to developing their leadership andteam building skills.
Once an employee has been told of their strengths and weaknesses, they will be more susceptible toworking on their weaknesses.
360 degree feedback is an incredibly effective way to discover strengths and weaknesses through thecompany or management and to learn what needs to be changed for a more productive company.
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Use 360-degree Feedback to Give
Your Employees a Voice
Thank You