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360 Degree Feedbackvia orbitPLUS This is an illustrative briefing pack for groups about to participate in 360 degree feedback project using TPMG’s orbitPLUS. Clients are invited to customize this for their own briefings. It may include options that as a client you will not be using but are included here for completeness. There is a separate file for HR and system managers, which covers progress and management reports It is structured in 5 parts: Why 360? How to give feedback Using orbitPLUS to give feedback How your feedback appears in 360 results Final thoughts
360 – the benefits • a fuller and more accurate picture of the individual’s performance “in the round” • improved or changed behaviours/performance in the light of the feedback • better communication • increased recognition (by individuals and the organization generally) of the significance of “relationship” skills – moving towards greater trust and openness • contribution to a culture shift (usually prompted by the top team initiating a feedback process for themselves)
Why 360 Feedback? • improving performance begins with self-awareness • 360 is a powerful tool in raising an individual’s awareness of their strengths and weaknesses and their impact on others – reinforces strengths – builds self esteem • it prompts questions such as: do I continue doing this, stop doing this, try new ways • it’s the best way to see the individual’s full contribution and their development needs • feedback may be “perceptions” but perceptions matter - they influence how colleagues behave towards the individual, e.g. • if someone is generally seen not to listen and not to act on ideas from colleagues, it is likely that those ideas will dry up or be channelled elsewhere
Perception matters! • perceptions are real because their consequences are real • we are viewed • not by what we are, but by how people perceive us to be • not by what we say, but by what people hear • not by what we do, but how we appear to do it
360 – criticisms and sources of difficulty • individuals and reviewers are not properly prepared to give and receive feedback • the feedback instrument is not (or is not perceived to be) relevant or valid • the organization has not prepared itself to support or follow through on the results of the feedback i.e. a demanding process for no gain or worse • the culture of the organization does not allow (or actively discourages) honest feedback • the administrative burden of the process becomes too heavy (with many people seemingly spending many hours completing feedback forms, e.g at weekends or at other “personal” times) • But…the overwhelming evidence is that most people in most organizations find the exercise beneficial and in many cases hugely so!
Tips for giving feedback • Start with the positive: “I really appreciate how you make time to listen to staff concerns” • Be specific - “the way you handled that situation was really helpful” • Focus on behaviour which can be changed: “it would help me if you gave me a one page summary of your reports, with key recommendations and actions” • Offer alternatives: “it might have helped to put X at her ease if you had spoken to her first before the team meeting” • Describe rather than judge or evaluate (“you often appear to get to a conclusion, before I have fully described my proposal” not “you are a poor listener”) • Own the feedback : “It seems to me that ...” is less judgemental about a person than “You are...” and recognise what the feedback says about you
Critical feedback: from useless to useful • “The man’s a fool.” • useless - about as useless as “another good year – well done!” • “Could not organize a party in a brewery” • nearly useless - not specific but gives a clue of sorts • “Hardly ever tells us what he is really trying to achieve and why. When he calls a meeting he is vague about when and where and why. When we meet he does most of the talking and ignores half the team. He does not check that everyone knows what we are going to do next. And he hardly ever thanks anyone for what they have achieved or contributed” • useful - highly critical and not pleasant to receive, but specific, descriptive and points clearly to what should be changed. on the more positive side OR on the positive side: • “He seems to sense very early what needs to change, then consults with people individually before pulling the team together. By that time we are mostly thinking along similar lines and have had to time to contribute to the meeting properly. You come away feeling you have added something and have been recognized for the role you have played.”
Tips for receiving feedback • Listen to the feedback rather than reacting, rejecting or disputing it. • Clarify if necessary • Sound out others - they may see things differently, but remember that others’ perceptions are, in this context, important data about you • Ask for the feedback you need, which is not always volunteered. If it is not specific or very helpful, say so • Decide how you will use the feedback - don’t waste it, others have spent their time and energy trying to help you • Thank people for their feedback - it is often a good idea to share with them what you have drawn from the experience and what changes you intend to take
The rules for 360o feedback – in each case (EXAMPLE) • the purpose here is to support personal development only – it is not part of annual appraisal. • the data is owned by the individual not the Personnel department. • the subject will see the results first with a coach. The results will then be shared with the line manager. • the Personnel department will look for overall trends but will not use in individual cases (e.g. promotion, references etc.). • each subject will ask for a minimum of 8 respondents, in addition to their line manager. The subject is asked to do a self assessment. • if you feel you cannot contribute any useful feedback – feel free to decline • it is anonymous, but… • the more specific and helpful you are in your comments, the easier it will be for the subject to guess who said what – use your judgement. What you say is what they will see. • subjects are told they must not go around trying to find out who said what. • do not make malicious or potentially libellous comments – they will be stopped and investigated.
The 360o feedback process: sample summary • You will receive an email inviting feedback. It will be headed: • Acme 360 degree feedback – PLEASE DO NOT DELETE • Open thee-mail and click the link to the feedback form. • Be ready with the user name and password to access the system. • Save the form regularly (every 5 minutes) to avoid loss of any material. Click the Save button. • You can leave and return to the form when it suits, but make sure you do NOT delete the email – this contains the necessary link and password. • When you have answered all the questions click Complete and return. • This will check that you have not missed any questions. If you have you will be shown a list of those questions and asked to complete them, if only with Don’t Know. • There are text boxes available for each section. Please use these for specific examples and feedback. • The deadline for completion is <DATE> and you will receive reminders if you have not fully completed the form. • If you have any difficulties call TPMG on 07963 303169 • Thank you very much for your participation
Feedback Form: main body – with Save options at each section
Feedback Form: summary comments – Complete and return when form ready for return.
Feedback Form: has been saved and now In progress and awaiting completion
Feedback Form: user has clicked Complete and return. This reveals a list of unanswered questions and the user is prompted to address them. Each item is a link to the relevant part of the form.
Feedback Form: now complete, all questions answered, Complete and return has been clicked.
Results: summary chart showing scores at cluster level as chart and table.
Results: top 5 and bottom 5 items for the individual, according to average scores from respondents.
Results: list of significant differences between Self and Line Manager’s perceptions; and list of significant differences between Importance & Performance.
Results: summary chart showing gaps between Importance and Performances at cluster level as chart and table.
Results: comparing the individual’s scores with the range of scores from others in the group.
Results: detailed results at statement level. Comments for each Competency shown at end of section. May show some merger of comments from small respondent groups.
Briefing: final thoughts • The feedback questionnaire is there to help & guide you, not control you – use it to say what you think is important and useful • Think about the 2 or 3 key messages that you want to convey – use the tool to do it • What you say is what they’ll see! • Save regularly – every 5 minutes • System live on DATE – deadline DATE • (As appropriate in each project) It’s NOT an appraisal – it’s not part of the subject’s “Personnel Record” • Call us if any problem on: • 07963 303169
