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Petra Schulte / Gerhard Liska
White Paper
360 Degree Feedback
Group Report
360 Degree Feedback is appreciated and actively deployed as an
efficient diagnostics tool by many companies. With regard to successful
executive development and constructive talent management, this tool
makes a valuable contribution.
The Group Report consolidates the individual reports on a team or
group level, offering additional benefits insofar as the team or
organization level is purposefully integrated into the evaluation.
Individual leadership performance is thus more closely networked with
the performance of the team and the organization.
In this way, different locations or divisions within the company
organization can be compared to one another in a condensed form.
In so doing, the criteria on which the analysis in the Group Report are
based can be fine-tuned to the respective customer needs. This way,
hindrances to growth and frictional losses, for instance, can be
examined and the need for support determined. The next step usually
involves team development and the creation of a foundation of trust, so
that the causes of any obstacles that have been identified can be
broken down and eliminated. The analysis may also focus on an
organizational unit as a whole. In this case, internal hindrances to
success within a division or the shared leadership culture will be
examined in greater detail.
Initial situation
Companies are required to an ever greater extent to use and develop
the potential of executives and employees in an optimal way – a
formidable challenge indeed against the backdrop of increasing cost
pressures and the intense search for unique selling points on the
market. That is why the demands on the added value of tools for
potential analysis and aptitude diagnostics are also on the rise. On the
one hand, tools are designed for a wider range of applications; on the
other, they must satisfy several objectives at once: 360 Degree
Feedback serves the purpose of assessing and supporting the
individual. In addition, it is designed to allow for insights into the
performance of the organization as a whole, thus generating added
value.
360 Degree Feedback is a development-oriented feedback tool for
potential diagnostics which usually focuses on individuals, e.g.
executives. How can added value for the organization which goes
beyond behavior-related statements about the participating feedback
recipients be generated with this tool? The present White Paper
discusses the issue. It presents the 360 Degree Feedback Group
Report as a tool of strategic HR work.
2© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Companies look
for the added value
of tools for
potential analysis
and aptitude diagnostics
The concept of aggregation
A 360 Degree Feedback Group Report consolidates the individual re-
ports of a previously defined group and interprets the results from
a meta-perspective as well as with regard to the organizational
perspective. The individual statements about a feedback participant
are more closely networked with the perspective of the team or
organization. Hence, 360 Degree Feedback is used for personnel
development and organizational development in a targeted manner.
The idea of a Group Report has grown in various steps into a
productive concept in the portfolio of USP-D Consulting GmbH. The
continuous experience from several different customer projects have
been integrated into the concept over many years. Our own curiosity
about the potential of the tool and the needs of individual customers for
comparative data resulted in the implementation of the first aggregated
Group Reports (see Figure 1).
Figure 1: Development of the 360 Degree Feedback Group Report
in USP-D
The Group Report tool allows for the processing of specific questions.
The analysis fields of the Group Report are customized and fine-tuned
to the respective customer needs. Three specific examples will be
described in greater detail here:
1.	 The management team of a division that, despite great efforts,
	 does not approach the peak performance defined as realizable, goes
	 through the 360 Degree Feedback process based upon individuals.
	 The target group has its individual results summarized anonymously
	 to evaluate them with regard to the team level. Guiding principles
	 and axioms acting on an unconscious level become visible in the
	 group result and can thus be addressed. Issues and aspects of
	 team development, the creation of a foundation of trust or latent,
	 unspoken parts of the team culture are frequently the topics that
	 emerge.
3© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Individual statements
are consolidated into
the perspective
of the team and the
organization.
2.	 From the perspective of the overall organization, the management
	 is interested in a comparison of the production site in Germany
	 and the site in Malaysia. Differences or shared features of
	 leadership culture can be more strongly focused on here, which in
	 turn leads to the question as to how company-wide leadership
	 criteria are actually practiced at both sites. This creates a clear
	 organizational awareness. The need for change becomes more
	 evident. The strategic focus for HR work becomes more tangible.
3.	 As part of a program for executive development, the different
	 executive levels, from top management downward, go through
	 360 Degree Feedback. In the process, the main emphases of the
	 development and program are elaborated for every group, based 	
	 on the respective target group. The direct involvement of the group
	 is a vital, constructive part of the analysis.
Thus it becomes clear that a 360 Degree Feedback Group Report is a
meaningful tool for a wide range of questions. The approach essentially
correlates different areas in the organization with regard to
selected questions, and the data material is bundled accordingly.
Method
The typical procedure includes several steps as presented in the Figure
below. A ‘normal’ 360 Degree Feedback project constitutes the basis.
At the onset, during and after the implementation of the 360 Degree
Feedback cycle, it is established whether there will be a Group Report
and which result variables will be examined. A debriefing of the
participants follows subsequent to the cycle of the 360 Degree
Feedback for individuals. In tandem with this, the preparation and
assessment of the Group Report can take place. This is carried out in
close consultation with the management team/the HR Department of
the customer, since the case examples show how broad the possible
scope of application of a Group Report is. The definition of the Group
Report includes the decision on any further use of the result and its
possible interpretation as well as its communication.
Two classic evaluation levels are defined target groups such as a
specific team or the organization as such. For the preparation of the
Group Report, different analysis focuses are set for the defined target
group or the management of the organization – so-called analysis
parameters which allow interpretations and hypotheses based on the
consolidated data. In the next step, specific measures and points of
action are inferred from the hypotheses that, depending on the extent of
collaboration with the client, may lead to specific transfer packages. The
concluding review phase serves for reflecting on the overall process.
4© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Interconnected
process steps
support the targeted
process of refeeding
the results.
Figure 2: The process steps of a 360 Degree Feedback Group
Report
The following overview summarizes the core aspects of different Group
Reports.
	 Targets for the team, or the evaluated group (team level).
	 Focus: Buildup of trust and commitment.
	 Potential analysis, optimization of team performance and team
	 culture, the identification of learning fields and causes of conflict,
	 team development, the strengthening of internal and cross-team
	 cooperation, interaction between performance and leadership.
	 Targets for the organization
	 Focus: Buildup of understanding and growth orientation.
	 Boosting or establishing corporate culture, information about
	 performance of the organization, strategic embedding of current
	 and future management skills, planning of educational requirements,
	 strengthening feedback culture.
	 Target group: Top management, divisions and teams such as
	 management teams, internal service units, staff units and company
	 units.
	 Indication: Implementation of company-wide competence criteria,
	 check-up from a strategic HR perspective, comparison of different
	 divisions/organizational units, implications from a strategic
	 organizational development-oriented perspective.
5© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Formats: Cumulative feedback report, sorted at customer request
	 by areas, regions, functions, positions, teams, responsibilities, based
	 on company-specific 360 Degree Feedback questionnaires and
	 performance criteria.
What is the benefit of a 360 Degree Feedback Group
Report?
According to our experience, top management is interested in specific
hypotheses, recommendations and suggestions for action. Columns of
figures and colorful diagrams simply do not suffice for experienced
managers who want to score big with sophisticated statistical data.
A combination of both visualization possibilities – presented in an
attractive and easily comprehensible manner – does much in a
constructive way and is far more informative: Aggregated comparative
tables and diagrams on the performance criteria, hypotheses in the form
of charts, specific action plans and an assessment of effectiveness.
The advantage of this lies in the fact that the numerical data support the
hypotheses and interpretations in equal measure, thus making the
validity more comprehensible. The direct linking of figures and
hypotheses encourages managers to discuss feasible solutions.
Figure 3: Example pages from a 360 Degree Feedback Group
Report
Over the course of the last few years, we interviewed our customers
as to their views and the added value that the 360 Degree Feedback
Group Report might bring. From their answers, we inferred the following
core wishes:
6© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
The clear
visualization helps
with the development of
hypotheses and the
inference of suitable
measures.
Management:
	 Establishing performance criteria
	 Identifying and recognizing mechanisms inhibiting success (strategy)
	 Cooperation in the team/link to organizational development
	 Improving leadership/management style
	 Improving corporate culture
	 Setting the industry benchmark
HR:
	 Aligning strategy to human capital management (HCM)
	 Establishing performance criteria
	 Identifying changes in the management style
	 Linking individual leadership to team/organizational development
	 Optimizing cooperation
	 Setting the industry benchmark
Management and HR are in agreement in their endeavor to achieve a
close link between strategic and operational measures concerning the
development of the organization and personnel.
To sum up, the following benefits illustrating the usefulness and added
value of a 360 Degree Feedback Group Report can be defined:
	 Due to the analysis at the meta-level, aggregated results allow for a
	 better understanding of the individual areas within the overall
	 organization. Success-inhibiting mechanisms, which are often
	 developed unconsciously, are identified.
	 For HR, strategic control options open up in terms of parameters
	 that impact the culture and affect success, such as leadership
	 culture, feedback culture or the establishment of organization-wide
	 success skills.
	 Individual leadership performance is more sustainably linked to the
	 development of the organization. Executives become more aware
	 of their role as change agents.
	 Processes of trust building, team development and
	 identification within hierarchical leadership levels (management
	 teams) are initiated.
	 Culture-creating effect: The basis for culture campaigns, e.g. on
	 the topics of trust or work climate.
7© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Conclusion
Vital findings from the Group Reports compiled with us:
	 The strategic purpose of the Group Report defines the points of
	 comparison. For example: The company management places
	 emphasis on different parameters than the HR department or other
	 company representatives. The focus of the approach is customized
	 to the customer’s needs.
	 The Group Report should be evaluated and reported back only
	 following the feedback discussions and team debriefings, otherwise
	 it will influence the individual feedback processes, and the consultant
	 would have to spend more time on separating the total picture from
	 the individual results.
	 Individual feedback recipients tend to qualify their own need for
	 action against the background of the group result.
	 On the level of the target group, Group Reports should always be
	 read in anonymized form.
	 Before the overall result is communicated, it has to be made clear
	 who in the company should receive the Group Report, in which form
	 he/she should receive it and how the result is communicated to
	 the organization. How should follow-up measures that might be
	 necessary be implemented? Once defined, these principles have to
	 be consistently adhered to, because: Transparency provides
	 orientation and creates trust.
	 Follow-up measures have to be discussed in conjunction with the
	 customer and be aligned to the organizational structure.
	 The client (HR or company management) is glad to deal with
	 hypotheses and recommendations. On a broader basis, only
	 coordinated statements will be communicated, however.
	 The best result is achieved if the target group concerned performs
	 the analysis itself with support from the 360 Degree Feedback
	 experts. Subsequently, it can be discussed with HR or the company
	 management whether organizational measures are relevant beyond
	 the level of the target group.
	 Small-format Group Reports relating to specific target groups are
	 more effective than reports with a larger organization-wide
	 comparison: The respective target group will pay greater attention to
	 the presentation of the report, and acceptance will be higher. In
	 addition, the evaluation of the results of small-format Group Reports
	 is more easily comprehensible.
8© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
Authors:
Petra Schulte
petra.schulte@usp-d.com
Gerhard Liska
gerhard.liska@usp-d.com
USP-D
Deutschland Consulting GmbH
Moltkestraße 101
D-40479 Düsseldorf
Tel. 	+49 (0)211 913 697 00
Fax 	+49 (0)211 913 697 10
office.duesseldorf@usp-d.com
USP-D Consulting GmbH
Winckelmannstraße 8/6+7
A-1150 Wien
Tel.	 +43 (0)1 585 55 94
Fax 	+43 (0)1 585 62 26
office.wien@usp-d.com
www.usp-d.com

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USP-D White Paper 360 Degree Feedback Group Report

  • 1. Petra Schulte / Gerhard Liska White Paper 360 Degree Feedback Group Report
  • 2. 360 Degree Feedback is appreciated and actively deployed as an efficient diagnostics tool by many companies. With regard to successful executive development and constructive talent management, this tool makes a valuable contribution. The Group Report consolidates the individual reports on a team or group level, offering additional benefits insofar as the team or organization level is purposefully integrated into the evaluation. Individual leadership performance is thus more closely networked with the performance of the team and the organization. In this way, different locations or divisions within the company organization can be compared to one another in a condensed form. In so doing, the criteria on which the analysis in the Group Report are based can be fine-tuned to the respective customer needs. This way, hindrances to growth and frictional losses, for instance, can be examined and the need for support determined. The next step usually involves team development and the creation of a foundation of trust, so that the causes of any obstacles that have been identified can be broken down and eliminated. The analysis may also focus on an organizational unit as a whole. In this case, internal hindrances to success within a division or the shared leadership culture will be examined in greater detail. Initial situation Companies are required to an ever greater extent to use and develop the potential of executives and employees in an optimal way – a formidable challenge indeed against the backdrop of increasing cost pressures and the intense search for unique selling points on the market. That is why the demands on the added value of tools for potential analysis and aptitude diagnostics are also on the rise. On the one hand, tools are designed for a wider range of applications; on the other, they must satisfy several objectives at once: 360 Degree Feedback serves the purpose of assessing and supporting the individual. In addition, it is designed to allow for insights into the performance of the organization as a whole, thus generating added value. 360 Degree Feedback is a development-oriented feedback tool for potential diagnostics which usually focuses on individuals, e.g. executives. How can added value for the organization which goes beyond behavior-related statements about the participating feedback recipients be generated with this tool? The present White Paper discusses the issue. It presents the 360 Degree Feedback Group Report as a tool of strategic HR work. 2© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report Companies look for the added value of tools for potential analysis and aptitude diagnostics
  • 3. The concept of aggregation A 360 Degree Feedback Group Report consolidates the individual re- ports of a previously defined group and interprets the results from a meta-perspective as well as with regard to the organizational perspective. The individual statements about a feedback participant are more closely networked with the perspective of the team or organization. Hence, 360 Degree Feedback is used for personnel development and organizational development in a targeted manner. The idea of a Group Report has grown in various steps into a productive concept in the portfolio of USP-D Consulting GmbH. The continuous experience from several different customer projects have been integrated into the concept over many years. Our own curiosity about the potential of the tool and the needs of individual customers for comparative data resulted in the implementation of the first aggregated Group Reports (see Figure 1). Figure 1: Development of the 360 Degree Feedback Group Report in USP-D The Group Report tool allows for the processing of specific questions. The analysis fields of the Group Report are customized and fine-tuned to the respective customer needs. Three specific examples will be described in greater detail here: 1. The management team of a division that, despite great efforts, does not approach the peak performance defined as realizable, goes through the 360 Degree Feedback process based upon individuals. The target group has its individual results summarized anonymously to evaluate them with regard to the team level. Guiding principles and axioms acting on an unconscious level become visible in the group result and can thus be addressed. Issues and aspects of team development, the creation of a foundation of trust or latent, unspoken parts of the team culture are frequently the topics that emerge. 3© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report Individual statements are consolidated into the perspective of the team and the organization.
  • 4. 2. From the perspective of the overall organization, the management is interested in a comparison of the production site in Germany and the site in Malaysia. Differences or shared features of leadership culture can be more strongly focused on here, which in turn leads to the question as to how company-wide leadership criteria are actually practiced at both sites. This creates a clear organizational awareness. The need for change becomes more evident. The strategic focus for HR work becomes more tangible. 3. As part of a program for executive development, the different executive levels, from top management downward, go through 360 Degree Feedback. In the process, the main emphases of the development and program are elaborated for every group, based on the respective target group. The direct involvement of the group is a vital, constructive part of the analysis. Thus it becomes clear that a 360 Degree Feedback Group Report is a meaningful tool for a wide range of questions. The approach essentially correlates different areas in the organization with regard to selected questions, and the data material is bundled accordingly. Method The typical procedure includes several steps as presented in the Figure below. A ‘normal’ 360 Degree Feedback project constitutes the basis. At the onset, during and after the implementation of the 360 Degree Feedback cycle, it is established whether there will be a Group Report and which result variables will be examined. A debriefing of the participants follows subsequent to the cycle of the 360 Degree Feedback for individuals. In tandem with this, the preparation and assessment of the Group Report can take place. This is carried out in close consultation with the management team/the HR Department of the customer, since the case examples show how broad the possible scope of application of a Group Report is. The definition of the Group Report includes the decision on any further use of the result and its possible interpretation as well as its communication. Two classic evaluation levels are defined target groups such as a specific team or the organization as such. For the preparation of the Group Report, different analysis focuses are set for the defined target group or the management of the organization – so-called analysis parameters which allow interpretations and hypotheses based on the consolidated data. In the next step, specific measures and points of action are inferred from the hypotheses that, depending on the extent of collaboration with the client, may lead to specific transfer packages. The concluding review phase serves for reflecting on the overall process. 4© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report Interconnected process steps support the targeted process of refeeding the results.
  • 5. Figure 2: The process steps of a 360 Degree Feedback Group Report The following overview summarizes the core aspects of different Group Reports. Targets for the team, or the evaluated group (team level). Focus: Buildup of trust and commitment. Potential analysis, optimization of team performance and team culture, the identification of learning fields and causes of conflict, team development, the strengthening of internal and cross-team cooperation, interaction between performance and leadership. Targets for the organization Focus: Buildup of understanding and growth orientation. Boosting or establishing corporate culture, information about performance of the organization, strategic embedding of current and future management skills, planning of educational requirements, strengthening feedback culture. Target group: Top management, divisions and teams such as management teams, internal service units, staff units and company units. Indication: Implementation of company-wide competence criteria, check-up from a strategic HR perspective, comparison of different divisions/organizational units, implications from a strategic organizational development-oriented perspective. 5© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
  • 6. Formats: Cumulative feedback report, sorted at customer request by areas, regions, functions, positions, teams, responsibilities, based on company-specific 360 Degree Feedback questionnaires and performance criteria. What is the benefit of a 360 Degree Feedback Group Report? According to our experience, top management is interested in specific hypotheses, recommendations and suggestions for action. Columns of figures and colorful diagrams simply do not suffice for experienced managers who want to score big with sophisticated statistical data. A combination of both visualization possibilities – presented in an attractive and easily comprehensible manner – does much in a constructive way and is far more informative: Aggregated comparative tables and diagrams on the performance criteria, hypotheses in the form of charts, specific action plans and an assessment of effectiveness. The advantage of this lies in the fact that the numerical data support the hypotheses and interpretations in equal measure, thus making the validity more comprehensible. The direct linking of figures and hypotheses encourages managers to discuss feasible solutions. Figure 3: Example pages from a 360 Degree Feedback Group Report Over the course of the last few years, we interviewed our customers as to their views and the added value that the 360 Degree Feedback Group Report might bring. From their answers, we inferred the following core wishes: 6© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report The clear visualization helps with the development of hypotheses and the inference of suitable measures.
  • 7. Management: Establishing performance criteria Identifying and recognizing mechanisms inhibiting success (strategy) Cooperation in the team/link to organizational development Improving leadership/management style Improving corporate culture Setting the industry benchmark HR: Aligning strategy to human capital management (HCM) Establishing performance criteria Identifying changes in the management style Linking individual leadership to team/organizational development Optimizing cooperation Setting the industry benchmark Management and HR are in agreement in their endeavor to achieve a close link between strategic and operational measures concerning the development of the organization and personnel. To sum up, the following benefits illustrating the usefulness and added value of a 360 Degree Feedback Group Report can be defined: Due to the analysis at the meta-level, aggregated results allow for a better understanding of the individual areas within the overall organization. Success-inhibiting mechanisms, which are often developed unconsciously, are identified. For HR, strategic control options open up in terms of parameters that impact the culture and affect success, such as leadership culture, feedback culture or the establishment of organization-wide success skills. Individual leadership performance is more sustainably linked to the development of the organization. Executives become more aware of their role as change agents. Processes of trust building, team development and identification within hierarchical leadership levels (management teams) are initiated. Culture-creating effect: The basis for culture campaigns, e.g. on the topics of trust or work climate. 7© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report
  • 8. Conclusion Vital findings from the Group Reports compiled with us: The strategic purpose of the Group Report defines the points of comparison. For example: The company management places emphasis on different parameters than the HR department or other company representatives. The focus of the approach is customized to the customer’s needs. The Group Report should be evaluated and reported back only following the feedback discussions and team debriefings, otherwise it will influence the individual feedback processes, and the consultant would have to spend more time on separating the total picture from the individual results. Individual feedback recipients tend to qualify their own need for action against the background of the group result. On the level of the target group, Group Reports should always be read in anonymized form. Before the overall result is communicated, it has to be made clear who in the company should receive the Group Report, in which form he/she should receive it and how the result is communicated to the organization. How should follow-up measures that might be necessary be implemented? Once defined, these principles have to be consistently adhered to, because: Transparency provides orientation and creates trust. Follow-up measures have to be discussed in conjunction with the customer and be aligned to the organizational structure. The client (HR or company management) is glad to deal with hypotheses and recommendations. On a broader basis, only coordinated statements will be communicated, however. The best result is achieved if the target group concerned performs the analysis itself with support from the 360 Degree Feedback experts. Subsequently, it can be discussed with HR or the company management whether organizational measures are relevant beyond the level of the target group. Small-format Group Reports relating to specific target groups are more effective than reports with a larger organization-wide comparison: The respective target group will pay greater attention to the presentation of the report, and acceptance will be higher. In addition, the evaluation of the results of small-format Group Reports is more easily comprehensible. 8© USP-D 2015 / Petra Schulte/Gerhard Liska: 360 Grad Feedback Group Report Authors: Petra Schulte petra.schulte@usp-d.com Gerhard Liska gerhard.liska@usp-d.com USP-D Deutschland Consulting GmbH Moltkestraße 101 D-40479 Düsseldorf Tel. +49 (0)211 913 697 00 Fax +49 (0)211 913 697 10 office.duesseldorf@usp-d.com USP-D Consulting GmbH Winckelmannstraße 8/6+7 A-1150 Wien Tel. +43 (0)1 585 55 94 Fax +43 (0)1 585 62 26 office.wien@usp-d.com www.usp-d.com