Employee 360-degree feedback is essential for any organization's ability to develop its people and get their employees the insights they need to improve. Too often the feedback is given, reviewed, and forgotten. It doesn’t have to be that way. In this live webinar, we’ll explore how you can use 360 feedback to generate lasting improvement.

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360s Gone Wrong
How to Make Them More Effective
Tuesday,
April
8,
2014
A Qualtrics webinar with DDI

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360s Gone Wrong
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1 Presented by:
Scott Erker, Ph.D.,
Senior Vice President, DDI
April 8, 2014
How to Make Them More Effective

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Multi-rater: Simple Right?
Mul1-­‐rater
Assessment
Feedback
Development
Planning

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Multi-rater: Simple?!?
Feedback
+ IDP

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Agenda:
1. The BRIEF DEFINITION of multi-rater assessment
2. Three factors that lead to FAILURE
3. Steps to make your multi-rater process WORLD CLASS

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Brief Definition of 360° Feedback
Self
Managers
Peers
Direct
Reports
Stakeholders
&
Biz
info

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Brief Definition of 360° Feedback
Feedback
Collected
Reports
Created
and
Shared
Debrief
with
Manager
/
Coach
Learning
and
Development
Opportuni1es

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Why do organizations use
360 Degree Feedback?
1. Improved feedback from MULTIPLE SOURCES
2. Personal, team & organizational DEVELOPMENT
3. Training needs ASSESSMENT
4. Input to PERFORMANCE MANAGEMENT

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“Despite the popularity of 360-
degree feedback, meta-analytic
findings suggest they provide
modest change in performance
and when done badly can lead to
disengagement and a decline in
performance.”
- Nowack & Mashihi (2012)

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47%
74%
63%
Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
Rater
Biases
47%
74%
63%
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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Rater Biases

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Rater Biases
• Halo and leniency errors
• Raters misjudge ‘no opportunity
to observe’
• Self-assessment is inaccurate
• Survey fatigue
• No calibration
• Comments are personal,
not behavioral
• Focus on weakness and
forget strengths

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Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
Rater
Biases
Cultural
Misalignment
47%
74%
63%
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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Cultural
Misalignment

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Cultural Misalignment
• Informal culture rejects feedback
• ‘Too nice’ bias
• Hierarchical culture works counter
to upward feedback
• Engineering mentality drives
over-analysis

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Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
Rater
Biases
Cultural
Misalignment
No
Biz
Relevance
47%
74%
63%
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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No Business
Relevance

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No Business Relevance
• No explicit connection to the business
• No meaningful discussion of results
• No integration of 360 with other
measurement efforts

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V.U.C.A. Makes 360s Obsolete?
V = Volatility: nature/speed of change
U = Uncertainty: lack of predictability of change
C = Complexity: multiplex of forces
A = Ambiguity: cause-and-effect confusion

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Rater
Biases
Cultural
Misalignment
No
Biz
Relevance
Take
Ra1ngs
Seriously
Customize
Draw
Connec1ons
Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
47%
74%
63%
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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Take Ratings Seriously
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• Orient participants to the process
• Invest in training and calibration
• Ensure confidentiality

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Customize
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• Design the process to fit your
culture
• Take a ‘fit for purpose’ approach
• Use your language
• Personalize action planning and
development
• Align supervisor and management
support
• Establish and manage data
sharing policy

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Draw Connections
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• Leverage the data for individuals
and groups
• Share data, insights, and actions
• Synthesize 360 data with other
business metrics
• Understand the limitations of the
data

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Use 360 for Performance Management?
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• Supervisors may focus on
pleasing subordinates to get high
appraisals
• Subordinates may be reluctant to
be candid with the manager
• Subordinates may inflate ratings to
gain favor

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Challenges for 360° Feedback
• Different levels of experience with 360
• Different data interpretation proficiency levels
• Buy in from participants and others involved in
process
• Inflated, inaccurate, or lenient ratings
• Emotional reactions to ratings
• Providing follow up coaching and development
experiences
CHALLENGES

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Best Practices to Promote Action
on 360° Feedback
• Rate behaviors, not psychological traits (specific,
observable, actionable)
• Design around participant characteristics and
strive for buy-in
• Train and calibrate raters
• Managers and mentors will shape outcomes
BEST
PRACTICES

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Rater
Biases
Cultural
Misalignment
No
Biz
Relevance
Take
Ra1ngs
Seriously
Customize
Draw
Connec1ons
Mul1-­‐Source
Feedback
Programs
SUCCESS
FAILURE
47%
74%
63%
Talent
Decisions
Performance
Mgmt
Plan
to
Up
Spending

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Partnership with Qualtrics

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Scott Erker, Ph.D.
Sr. Vice President, Selection Solutions
Development Dimensions International
Email: Scott.Erker@ddiworld.com
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Questions?