Turning 360 Feedback into Results

Transcription

1

2 Turning 360 Feedback into Results 360-degree feedback is a validated development process with a history of over 60 years. The process typically involves collecting, reporting and using data to increase the professional effectiveness of the participants. Process Overview: Research indicates that when 360 initiatives fail to produce the intended improvements it is due to a focus on effective survey administration rather than upon the more difficult and time consuming feedback phase - the debrief, coaching/mentoring, goal-setting and action planning requiring accountability. 1. Effective 360 survey 2. Initial debrief/coaching session 3. Develop action plan 4. Review action plan and initiation Check-in meeting (30 days) Maintenance meeting (60 days) Accountability meeting (6 months) repeat (1 year) The crucial element that separates successful 360 initiatives from ones that produce little or no change is the post-survey stage. Specifically, the initial debrief, goal setting and action planning, followed by regular follow-up with the supervisor/a coach/mentor who will hold the participant accountable for outcomes. Statistics gathered 360 participants indicate that without strategic follow-up less than 30% felt their 360 experience was effective or saw any measurable benefit! Academic studies confirm that participants in any feedback process benefit immensely from coaching and followup; and that obtaining support from senior staff directly impacts the effectiveness and participant "buy-in" of the 360-degree feedback process. The optimal approach to implementing 360-degree feedback programs involves human interaction. Implementing an effective 360 instrument and using proven 360 software are crucial to success, but they are not enough. Also crucial to ensure the best possible improvement outcomes are qualified project facilitators and trained supervisors/coaches/mentors to drive the post-survey activity. Simply conducting a 360 survey and handing out results does little to promote change and has the potential do more harm than good.

3 To get maximum value from the process and see real, tangible improvements, the following steps are highly recommended: Use an effective 360-degree feedback assessment 360-degree feedback acts as a catalyst for change my prompting individuals to evaluate their current behaviours and make plans for improvement. The survey results provide detailed feedback from supervisors, peers, direct reports, and others who are in a position to evaluate the participant's behaviour or performance. The results are broken down into different rater groups so that a person can identify gaps in perceptions between the groups. The report also identifies a person's strengths and de-railers, which are those things that will impede their success. It is important that the 360 survey content is relevant and uses actionable questions. Otherwise, the participant may discount the feedback because the questions don't apply to his or her current situation, job responsibilities or career progression. The most effective outcomes are achieved by using a well-designed customised survey, rather than an off-the-shelf version, where some of the questions have little or no relevance. Debrief / coaching session (within 30 days) An initial debrief/coaching session on the survey results is perhaps the most critical step in the process. Without it, the rest of the steps are not likely to happen. This session can be conducted by a qualified internal or external consultant/coach, or (with proper training) the participant's supervisor. This sessions is to serve the following purposes: Help the participant to correctly interpret their results Provide a "sounding board" for participants to discuss their results and accept the feedback Mitigate negative or unproductive reactions to the feedback (e.g., vindictiveness, resistance, etc.) Help identify natural strengths and talents, rather than focusing on only areas for improvement. Help the participant to focus on the real issues and not get sidetracked by minor concerns. Provide instruction on how to create a personal development plan based on the feedback. Without this initial coaching session, the feedback will probably not be used, or worse, result in hurt feelings and resentful behaviour. Most often and especially with executives, the initial session is conducted by an external consultant/coach, though trained internal supervisors or HR professionals can be just as successful. Moving forward we will refer to the consultant/coach/supervisor as the support person. A one-on-one session is the most effective, though for many participants, a group or workshop setting can provide similar value. This initial debrief/coaching session should happen within 30 days of when the feedback is collected.

4 Develop action plan (during 2 weeks after the initial session) After the initial debrief/coaching session, the participant is required to create a personal development plan using SMART-ER (specific, measureable, attainable, realistic and timely effective and relevant) and goals. This plan should be created within two weeks of the coaching meeting. SMART ER goals should focus on changing behaviours, rather than on performance metrics. Goals should be set on developing strengths as well as weaknesses. It is best to focus on one or two goals at a time; otherwise, the participant may become overwhelmed. This plan is usually developed by the participant on their own, however they may prefer to confer with their support person. Implementation Accountability Action plan review and initiation (2 weeks after the initial session) This step ensures that an action plan is actually created, and helps the participant finalise the plan. This review is usually held between the participant and their supervisor, but can also be done with the support person. It is important to check the action plan for 4 things: 1. Goals should focus on behavioural changes rather than metrics 2. Goals to both build on strengths and improve any de-railing weaknesses are included 3. The goals should be SMART ER with detailed actions and dates for completion 4. A plan of action to achieve each goal is detailed and have a timeline for completion Check-in meeting (30-day follow-up) The purpose of the check-in meeting is to ensure the participant has begun working on parts of the entire action plan. Each action item should be reviewed, with particular attention paid to what is working and what barriers are preventing action. If the participant has not started on their action plan, it may be necessary to evaluate the relevance of the plan, its attainability, and what resources or support may be required to ensure success. Maintenance and retooling meeting (60-day follow-up) By this point, the participant should be well into the plan and be at a point in their development where each action is becoming a consistent behaviour. If the action plan is effective, the individual will likely need little guidance, and more accountability and reinforcement of the new behaviours. The most significant indicator of success at this point is the participant's confidence in their own ability to continue and achieve their goals.

5 Accountability meeting (6-month follow-up) This meeting ensures that the participant is still on task and is consistently practicing the new behaviours. The participant should notice that the new behaviours are having a positive impact on their performance. It is important to identify these performance improvements in order to reinforce the effectiveness of the changes and motivate the participant to continue. Action plan completion and 1-year repeat 360 A follow-up 360 survey is used to measure progress and help ensure that the participant stays on task during the year. Knowing that there will be a "test" at the end motivates participants to create and follow the action plan. The same coaching and action planning process is then repeated.

6 Talent Tools 360 Debrief and Support Person Services and Training Reactions to feedback vary greatly by participant. When rater scores and comments are critical or at odds with a participant's own self-image, negative reactions can include shock, denial, anger, defensiveness, low morale, and even vindictiveness. On the other hand, feedback properly understood and accepted is a catalyst for lasting improvement. For these reasons and others, it is very important that participants receive some form of initial debrief and/or coaching upon receiving their feedback report especially first timers. The process we have outlined does require dedication, time, and an objective frame of reference by which to assess and interpret survey results. It is worth considering implementing the Feedback Stage of a 360- Degree Feedback Project by an independent 360 a consultant outside the participant's political, organisational, hierarchical, and interpersonal environment. Do consider at least having the initial session delivered by an external professional. At the core of the Talent 360 service is facilitating training to ensure the ability to provide expert, 360 consultants who are professionally accredited. We have fully trained consultants and coaches available, or we can train and accredit your people Sharon Hudson is the Managing Director at Talent Tools. Sharon holds under and post-graduate qualifications in Business Management, Human Resources, Management Psychology, Adult Education and Training and Learning Technology. She specialises in leadership, employee engagement, talent management, and organisation development. Sharon s research interests are in the fields of employee engagement, workplace wellbeing, positive psychology at work and neuro-science.

7 Process Timeframe Action and Goal Duration Effective survey administration Develop relevant survey tool, communicate with participants, easy-to-read reports 4 weeks Initial Debrief Immediately after reports are generated Help participants understand their strengths, de-railers, and gaps in perception 3-4 hours for groups 1 hour for individuals (one-on-on Develop Action Plan After report debrief Provide guidelines and tools that will help participant gather additional feedback to incorporate into action plan ]1-3 hours Implementation Accountability 2 weeks after debrief Assess additional feedback gathered, complete action plan that will be used for next 12 months minutes Check-in meeting Maintenance and plan update Accountability meeting 30 days after action plan initiation Determine degree of action plan implementation; offer coaching on any obstacles or concerns 60 days Determine degree of action plan implementation; offer coaching on any obstacles or concerns 6 months Review action plan with participant and supervisor; administer short survey to raters about participant s success in following action plans 30 minutes 30 minutes minutes Action plan completion and 1- year follow-up year after initial 360 Meet with participants and review progress. Review second 360 report and train participants on how to trend development and goals for next year. 1 hour individual meeting

8 About Talent 360 Feedback Solutions The Talent 360 process is a turnkey system that puts a leader's development into the hands of professionals who collect, manage, and report on the progress of each participant. Both supervisors and support staff will be fully informed of the development of each participant. Talent Tools has developed a complete 360-degree feedback process, utilising project management techniques to ensure that, when properly followed, is the most effective system for turning 360-degree feedback into effectiveness improvement outcomes. A properly conducted 360 process assists employees and organisations to realise significant outcomes with measurable, positive results. Individual outcomes include: Greater effectiveness as a leader Organisational outcomes include: Improved organisational leadership Greater levels of employee engagement Improved organisational performance Increased awareness of own impact on others Common understanding of performance expectations Better understanding of stakeholder needs Promotion of a culture of leadership Focused personal development Greater levels of employee engagement Commitment to performance improvement More objective performance reviews Understanding of overall competency level Strategic planning Identification and targeting of training efforts Succession planning