High Performance Development Model

1. High Performance Development Model 360 Degree Feedback Process Respondent Orientation

2. Orientation Agenda • Review 360 Degree Feedback Process • Explain Survey Software • Discuss Your Role as a Respondent • Using the two scales • Writing effective comments • Show the End Result

3. The Goal of a Feedback Process "A high or low score didn't predict a scientist's ability to invent Teflon, but what the feedback did was really improve the ability of people to work in teams. Their regard for others, and behaviors that were damaging and self-centered, are what changed." William J. Miller Research Supervisor, DuPont

4. 1 Review of the 360 Degree Feedback Process

5. Purpose: Strengthening Development by: • Providing the foundational tools and support structure • Reinforcing skills/behaviors that are key to individual success and to VA as a whole • Using behavior-based competencies to provide a common language for development

6. Personal Mastery Technical Skills Interpersonal Effectiveness Customer Service Flexibility/Adaptability Creative Thinking Systems Thinking Organizational Stewardship High Performance Development Model

7. What is Feedback? Communication of informationabout behavior or performancein a way that enables receivers to use it to theiradvantage and benefit.

8. Supervisor Internal/External Customers Peers Team Members Direct Reports 360 Degree Feedback Employee “Self”

9. 360 Degree Feedback Process Features • Focuses on 8 HPDM competency categories • Maintains anonymity of ratings • Uses outside consultant for processing • Provides user-friendly tools and training • Provides a development approach

10. Gather Feedback Data Identify Respondents (Nomination List) (Feedback Survey) Receive and Interpret Feedback Develop and Implement Action Plan (Report and Coaching Session) (IDP) 360 Degree Feedback Process Feedback Cycle

11. 2 Feedback Survey Software 20/20 Insight Web Response

12. 360 Degree Feedback Survey How you will assess . . . • Go to 20/20 Insight web site with customized instructions • user id • password • This enables you to assess each person on all competencies and behaviors • Effectiveness • Importance • Comments • Data is then transmitted to The TEAM Approach for confidential processing

19. N 1 2 3 4 5 6 Using the Effectiveness Scale How effective is this person in…. Not Observed/ Not Applicable Highly Effective Minimally Effective Moderately Effective • For each behavior consider... • How well do you think the person demonstrates this skill/behavior? • To what extent do you think the person has a need to develop this behavior?

20. N 1 2 3 4 5 6 Using the Importance Scale How important is this behavior to success? Minimally Important Moderately Important Highly Important • For each behavior consider... • How important is this behavior to the person’s successful performance of his/her duties? • How important is this behavior in creating an effective working relationship with you?

21. Common Rater Pitfalls 1. Similar-to-Me / Not-Like-Me • Tendency to up-grade rating of people like you, and down-grade the rating of people who differ 2. Not Enough Information • Predicting ratings when the behavior has not been observed

22. Common Pitfalls, cont. 3. Differences in Rater Temperament • Being overly easy or overly critical • Avoiding the extremes 4. “Halo” Effect/“Hoof and Horn” Effect • Making generalizations from oneaspect of a person’s performance to all aspects

23. Common Pitfalls, cont. 5. Recency • Over-emphasize recent occurrences, either favorable or unfavorable 6. Leniency • Reluctanceto assign adverse ratings for fear of being confronted or “found out”

24. Quality Feedback Tips Strive to give a balanced assessment . . . • Separate each behavior • Consider trend or pattern over several months • Don’t assess someone when you are tired, stressed or angry • Consider the entire 6 point scale when assessing • Use “not observed/not applicable” when appropriate

25. 3 Writing Effective Comments

26. Providing Helpful, Honest Comments This person should start, stop or continue: “Start . . .” “Stop . . .” “Continue . . .” • Phrase comment so that participant will know whether to start, stop or continue • Recommend specific actions • Comments will be attached to the specific behavior and will be verbatim

27. B ehavior O utcome C onsequences A ctions Guidelines for giving feedback Feedback Model - “When you disrupted the meeting” - “people felt uncomfortable” - “as a result, they stopped contributing” - “Please consider the effect of your comments on others”

28. Inappropriate or Ineffective Comments • “You never think of anyone but yourself” • “You’re too high-strung and negative” • “You have a bad attitude” • “You’ve been a big disappointment in this area”

29. Appropriate and Effective Comments • Positive: “Whenever I need to discuss a key project with you, you always take time to talk with me about it. Your input makes a big difference in the quality of my work, and I hope you’ll continue to make time available for me.” • Constructive: “Sometimes when you’re pushed with a deadline and I enter your office, the look on your face says I’m bothering you. I tend to back off at that point. Please let me know when you don’t want to be interrupted.”

30. Feedback Exercise Practice Writing Effective Comments

31. Practice

32. Practice

33. B ehavior O utcome C onsequences A ctions Guidelines for giving feedback Feedback Model - - - -

34. 4 Receiving the feedback

35. Feedback Report • Computer-generated report designed to display overall feedback data • Compares Importance and Effectiveness scores of each of the survey items • Provides averages on each competency for each respondent group • Provides written, verbatim comments from respondents • Provides comments from two open-ended summary questions

36. Importance Scale: This number is the average rating from all people who provided ratings in these relationship categories Effectiveness Scale: This number is the average rating from all people who provided ratings in these relationship categories Average: This number is your average score from all relationship categories except self Distribution: These numbers indicate the number of people from all relationship categories combined whose rating was at this level

37. Comments: Presented in random order, verbatim, with each item.

38. Development Planning Based on the feedback report, subjects will be able to . . . • Identify development priorities and strengths • Create a development plan • Take action to implement development plan • Review progress against plan

39. 5 Assessment Timeline/Information

40. Project Timeline Orient Raters Complete Surveys Deadline Nominate Feedback Providers Orient Subjects IDP Session For Subjects Distribute Feedback Reports Develop Action Plan Ongoing

41. Have a question, comment or concern? Call: • Survey Team 800/864-4911 • (Eastern Standard Time)