Voices 360 Feedback. Rater Experience. Korn Ferry ALL RIGHTS RESERVED.

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1 Voices 360 Feedback Rater Experience Korn Ferry ALL RIGHTS RESERVED.

2 Voices 360 Feedback - overview Welcome to VOICES, an online feedback system that provides a safe, convenient way for people to self-assess as well as to give feedback to, and get feedback from, others about their on-the-job skills and abilities. We refer to the people who will receive feedback as Learners, and those providing the feedback as Raters. The assessment application invites you to rate a Learner on a variety of Korn Ferry Leadership Architect competencies characteristics generally considered beneficial to career success, and/or career stallers/stoppers characteristics generally considered harmful to career success. In addition, each assessment may include custom items added by your organization. The time required to complete the assessment depends upon the number of competencies requiring feedback. If all items in the Korn Ferry Leadership Architect library are included, the average time is about 45 minutes; the system has been developed to allow you to take a break at any time during the rating process. If you need technical assistance, contact your VOICES administrator directly, or the Global Survey Center at surveycenter@kornferry.com or Korn Ferry ALL RIGHTS RESERVED. 1

3 notification As a rater, you will receive an notification informing you of your pending assessments, and how to access them. The link is unique to you as a rater so do not forward to any other participant. notifications and reminders may be customized by your organization. Korn Ferry ALL RIGHTS RESERVED. 2

4 Welcome page The Welcome page has an introduction to Voices which explains how to complete the assessment. You may select the assessment language from options in the dropdown list. Click on Proceed to start the assessment process. If you lose your Internet connection at any point while you are completing the survey, your responses will have been saved each time you move on to the next page. Korn Ferry ALL RIGHTS RESERVED. 3

5 Consent Page After the Welcome page, you will see a consent form regarding your information and data integrity. Please read carefully and click Accept if you agree. This page will not display again once you have accepted the terms and conditions. Korn Ferry ALL RIGHTS RESERVED. 4

6 Rating Competencies and Importance When you begin the assessment, you will see a competency definition. You will always be asked to rate the Learner on the competency (left side). Whether or not you are also asked the additional importance question (right side) is determined by your organization. Select your response to each item and mark your choice by clicking on the relevant circle. You can change your answer by clicking on a different response. Please respond honestly. It is important to be as candid and accurate as possible when completing this assessment. Korn Ferry ALL RIGHTS RESERVED. 5

7 Competency rating scale Choose from one of the following seven categories to rate the Learner s skill level on each of the competency items. Read each of the descriptions and choose the one that best fits the Learner. Don t Know and Can t Rate Clearly ratings are not counted in the calculation of the Learner s average scores. Competency scale Towering Strength Talented Skilled/OK Weakness A Serious Issue Don't Know Can't Rate Clearly Definition Used in assessment The Learner is outstanding in this area, a model, one of the best you've ever seen people might seek out this person for guidance in this area. A rare skill; a gift; anyone who knows this person well would rater this as a "Towering Strength" The Learner has notable strength in this area; better than most. The Learner could be a coach in this area. Might select this person for a team just for this special talent. A clear majority of people who know him/her would agree with this rating. The Learner does what is expected; about like most others. If everyone performed this well on key skills, the organization would be competent and successful. Different raters might disagree on this rating, some seeing it as a talent, some as a weakness. Almost everyone has a few of these, i.e.; not always up to standard on everything. The results have fallen short, and opportunities have been missed because of this weakness. The Learner is working on improving this competency. With normal development, this could be raised at least to "Skilled/OK". There is a serious, pressing need to improve in this area; it is hurting performance. The Learner doesn't understand this area, doesn't accept the need, or doesn't know what to do about it. If it remains an issue, his/her career could be stalled or stopped. Almost everyone who knows him/her would agree with this rating. You haven't seen enough to judge or haven't know the Learner long enough. This is an untested area for the Learner (e.g., never been in a formal negotiation so you don t know about his/her negotiating skills). The Learner's behavior in this area is very mixed some good, some bad. The Learner's inconsistency in this area makes it impossible to rate clearly. Korn Ferry ALL RIGHTS RESERVED. 6

8 Importance rating scale Your organization may have chosen to include the Importance question. Consider how a given competency is or is not used in the Learner's job and then rate its importance compared to the other competencies in this set. This is an important piece of information for the Learner, because a low skill rating might not mean much if the competency isn't important for a given job. Don t Know and Can t Rate Clearly ratings are not counted in the calculation of the Learner s average scores. Importance scale Mission Critical Very Important Useful/Nice to Have Less Important Not Important Don't Know Can't Rate Clearly Definition Used in assessment It would not be possible for someone to perform well in this job if they did not have better than average skills in this competency and other essential skills; this competency would be a have to have to do well. Having this competency would be very important in order for someone to perform well in this job. The job could be done well without this if the person had other essential skills. Having this competency would help this person perform better in this job but isn't essential. The job could be done well without this if the person had other essential skills. This competency is not used very much or is not very often in play in this job. Even if this person were low in this skill, it wouldn t have much effect on job performance. This competency is not used or is not in play in this job. Even if this person were low in this skill, it wouldn t affect job performance. I don t have enough information about this job to know how important this competency is. It s difficult to judge how important this competency would be. Depending on the circumstances it may or may not be important. Korn Ferry ALL RIGHTS RESERVED. 7

9 Rating Overuse Your organization may choose the optional Overuse question. When you give a "Towering Strength" or "Talented" skill rating, this rating window will appear. Read the definition of Overuse for that competency. Note that the Overuse rating scale direction is reversed from the competency scale. The uppermost response for Overuse ( Constantly ) would be considered problematic rather than desirable. Once you have selected your response, mark your choice by clicking on the circle next to your response. Korn Ferry ALL RIGHTS RESERVED. 8

10 Adding comments You may enter notes that are specific to the competency or staller/stopper in the box at the bottom of each rating screen. Comments relating to overuse should also be added to this box. Any text already entered for that competency will remain when the overuse question appears. The General Notes area allows raters to add notes not linked to a specific competency or staller/stopper. To access this, click on the General Notes link. Specific Please note that any comments will appear in the report exactly as entered and cannot be translated. Korn Ferry ALL RIGHTS RESERVED. 9

11 Assessment progress Once you have completed all questions and comments, click the Proceed button to move to the next competency. The page layout will remain the same, but the competency and its definition will change (highlighted here in red). You can return to edit a previous competency at any time by using the Review Ratings link on the left of the page. Korn Ferry ALL RIGHTS RESERVED. 10

12 Response distribution As you continue to answer questions, your progress through the assessment is shown in the grey box at the top of the page. This shows the distribution of your responses for the Learner. It does not give any information on the responses by other raters. The purpose is to help you spread out your ratings rather than use only one or two points on the scale. Korn Ferry ALL RIGHTS RESERVED. 11

13 Career Stallers and Stoppers If Career Stallers and Stoppers are included in the assessment, once you have completed all competency questions, a warning window will appear to notify that rating categories are different and the scale is reversed. Click on Proceed to continue. Korn Ferry ALL RIGHTS RESERVED. 12

14 Rating Stallers and Stoppers/Harmfulness The rating window always contains the rating area for the Stallers/Stoppers on the left side. The use of the Harmfulness rating area (right side) will be determined by your organization. Once you have selected your response to each item, mark your choice by clicking on the circle next to your response. You can change your answer by clicking on a different response. Please respond honestly. It is important to be as candid and accurate as possible when completing this assessment. Korn Ferry ALL RIGHTS RESERVED. 13

15 Career Stallers and Stoppers rating scale Choose from one of seven categories to rate if the Learner exhibits the Stallers/Stoppers. Read each of the descriptions and choose the one that best fits the Learner. Don t Know and Can t Rate Clearly ratings are not counted in the calculation of the Learner s average scores. Staller and Stopper Scale Definitely Probably Yes Not Sure Probably Not Not a Problem Don't Know Can't Rate Clearly Definition Used in assessment There is no doubt this person has this career staller/stopper. Almost every time the need for skills defined in this staller/stopper are called for, this person exhibits this career staller/stopper behavior. This person probably has this career staller/stopper. Many times, when the situation requires skills in the area covered by this staller/stopper, this person exhibits this behavior. This person might or might not have this staller/stopper. Sometimes they exhibit this behavior and sometimes they don t. This person sometimes, but not frequently, exhibits the behavior defined by this career staller/stopper. This person almost never exhibits the behavior defined in this career staller/stopper. I don't have enough information or knowledge of this person to judge whether they have this career staller/stopper. This person s behavior in this area defined in this career staller /stopper is very mixed some good, some bad. This person s inconsistency in this area makes it impossible to rate clearly. There might be some parts of it, but not others. Korn Ferry ALL RIGHTS RESERVED. 14

16 Harmfulness rating scale Regardless of the rating you gave the Learner on a given Staller/Stopper, the Harmfulness question asks you to consider how the presence of the Staller/Stopper may harm someone in the Learner s current position. Don t Know and Can t Rate Clearly ratings are not counted in the calculation of the Learner s average scores. Harmfulness Scale Definitely a Problem Could be a Problem Somewhat of a Problem A Slight Problem Not a Problem Don't Know Can't Rate Clearly Definition Used in assessment It would not be possible for someone to perform well and progress far in their career if they showed this career staller/stopper frequently. It would be difficult for someone to perform well and progress very far if they exhibited this career staller/stopper very often. It would be troublesome for someone to perform well and progress very far if they exhibited this career staller/stopper very often. Exhibiting the behavior associated with this career staller/stopper would be noticed but should not get in the way of performing and progressing. Exhibiting the behavior associated with this career staller/stopper would not get in someone s way. I don't have enough information about this job to know how important this career staller/stopper is. It s difficult to judge how harmful this career/staller stopper would be. Depending on the circumstances it may or may not be important. Korn Ferry ALL RIGHTS RESERVED. 15

17 Saving your assessment Your answers and comments are saved each time you move forward from a page. If you are accidentally logged out, any work before the current page will have been saved. If you wish to pause when completing the assessment, click on Take a Break to save the assessment. To continue and complete the assessment, simply log back in using the same link you initially followed. Your assessment may open on a different competency from the last one you viewed. This is because competencies are presented in a random order each time you log in. Korn Ferry ALL RIGHTS RESERVED. 16

18 Demographic questions After all the Competencies and Career Stallers and Stoppers have been evaluated, the Demographic Questions page may appear. The questions are explained in the paragraph at the top of that page. When you are ready to continue, click on the Proceed button at the bottom of the page. Korn Ferry ALL RIGHTS RESERVED. 17

19 Review Ratings The final section of the assessment is the Review Ratings page. You can review and edit each of your responses and print the page for future reference. When you are satisfied with all your ratings and comments, submit the evaluation by clicking on Finish either at the top or bottom of the page. PLEASE NOTE The assessment is not complete until it has been submitted Korn Ferry ALL RIGHTS RESERVED. 18

20 Submitting the assessment On clicking Finish, a dialogue box will appear to check if the rater wants to submit the assessment. Once the assessment has been submitted, a rater cannot make any changes to the ratings or comments. To confirm you would like to submit the assessment, click on OK. If you are not sure that you have completed the assessment, click on your original assessment link. If your assessment is complete, you will see a message thanking you for your participation. If not, the Review Ratings page will appear. Please click Finish and OK to submit. Korn Ferry ALL RIGHTS RESERVED. 19

21 Contact us Thank you for using the Voices 360 assessment. If you have any feedback regarding the use of this tool or improvements that could be made, please contact the Global Survey Center at: +1 (612) Korn Ferry ALL RIGHTS RESERVED. 20

22 Korn Ferry ALL RIGHTS RESERVED.