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© 2012 TalentGuard/All Rights Reserved

5 Common Mistakes Made in 360
Feedback Reviews
Pitfalls to avoid and best practices for implementing an effective multi-rater
evaluation and development process.
© 2012 TalentGuard/All Rights Reserved

Meet John

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

A.K.A...
© 2012 TalentGuard/All Rights Reserved

Mr. Top Sales
Guy
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John Works for…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

A medical device company
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John was promoted…
John is struggling…
The Boss wants…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John “The Sales Guy”

A 360 Review
o

to help John develop his managerial skills and improve performance
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John is…

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John
is reluctant
but
wants to
learn more
(btw, most people feel like John)
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

WHAT CAN JOHN EXPECT?

Peer

Subordinate

Manager

Customer

Self
Peer

©2012 TalentGuard

Subordinate
© 2012 TalentGuard/All Rights Reserved

JOHN IS NOT SURE WHY HIS
COMPANY WANTS TO DO A
360 REVIEW
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

CONVERSATION HAS IT…
• Performance Improvement
• Management Development
• Career Development
• Succession Planning
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

?

?

Relevance

Tool used to terminate

Objective Compensation
Action

Risk Mitigation
Weaknesses

Competencies

Confidentiality

Development Training

Coaching Strengths

Promotion
Skills

Manager

Conflict

Feedback Team Building
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John doesn’t
know what
to think now
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

John, Meet Sarah…

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Ms. HR
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Sara is great at
360 Feedback and…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

KNOWS THE 5 MISTAKES
MADE WITH 360 REVIEWS
1. Lack of purpose and focus on specific
business or strategic needs
2. Allowing participants to select raters
without moderation
3. Lack of communication about the
intent of 360 degree reviews
4. Lack of accountability for change and
development
5. People are not trained in giving and
receiving feedback
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Mistake 1…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

LACK OF PURPOSE OR FOCUS ON SPECIFIC
BUSINESS OR STRATEGIC NEEDS

• Organizations typically do not have a clear
purpose for conducting 360 reviews, or
• Companies mix purposes together (i.e.
development planning and performance
management)

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Resolution to Mistake 1

A Clear Purpose
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

THE 360 PROCESS SHOULD DESIGNED TO
ADDRESS A VERY SPECIFIC PURPOSE

Performance
Improvement

• Enhancing marketing skills to
strengthen marketing team

Management
Development

• Improve leadership depth to meet
future needs

Career
Development

• Assessing team against key
competencies to align to career paths

Succession
Planning

• Build the talent pipeline

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

SUPPORTING A CLEAR PURPOSE, REQUIRES
A MEANINGFUL COMPETENCY MODEL

• Not all competencies are created equal
• A one-size-fits all approach is not effective
• Align the competencies based on the purpose
of the 360 Feedback
• Involve key stakeholders in the development
of the competency model

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Mistake 2…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

ALLOWING PARTICIPANTS TO SELECT
RATERS WITHOUT MODERATION

• Selection of raters is important to ensure high
quality and objective feedback outcomes
• Participants typically select their best
advocates and/or their toughest critics
• Poor participant selection can negatively
impact final results

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Resolution to Mistake 2

Rater Selection
Moderation
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

PARTICIPANTS SHOULD BE INCLUDED IN THE
SELECTION PROCESS BUT SHOULD NOT
CONTROL IT
Review Type

Un-moderated
& Un-governed

Participants agree to
be reviewed and select
their own reviewers

Participants know who
is completing reviews

Moderated &
Un-governed

Participants agree to
be reviewed and
submit a list of
reviewers to moderator

Moderators checks
results and may reject
or ask for repeat
reviewers

Moderator invites and
manages reviewers

Reports are completed
and reports are
generated

Governed

Participant agrees to
be reviewed and does
not choose reviewers

Moderator invites and
manages reviewers

Reviews starts when
invitation accepted

Review then proceeds
as either moderated
or un-moderated

Reports are completed
and reports are
generated

Reports are completed
and reports are
generated

Moderator = HR, Manager, Advisor, Coach, Other

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

SARAH LEARNED THAT EACH REVIEW TYPES
ALIGNS BEST WITH A SPECIFIC PURPOSE

Review Type

Un-moderated
& Un-governed

Moderated &
Un-governed

Governed

Career / Skill
Development

Performance
Improvement

Management
Development
Succession
Planning

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Mistake 3…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

LACK OF COMMUNICATION AND POOR
TIMING

• Failure to inform and solicit feedback from
participants about the following:
– Purpose | Process | Scoring | Confidentiality

• Using 360 Reviews at inappropriate times
– During re-organizations
– Onboarding or with new employees
– Low-trust environments
– Acquisition and/or mergers
– Prior to compensation discussions
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Resolution to Mistake 3

Good Words at
the Right Time
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

OPEN & TIMELY COMMUNICATIONS

• 360 Degree reviews are best in organizations that
are:
– Stable
– Need to solve real business issues
– Open to giving and receiving feedback

• Open and transparent communications are
required often:
–
–
–
–

During pre-planning
Prior to the 360 assessment
During the process
After the process
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Mistake 4…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

LACK OF ACCOUNTABILITY FOR CHANGE
AND DEVELOPMENT

• Failure to start at the top and cascade down to
middle management, etc.
• Not creating a meaningful competency model tied
to the purpose
• 360 report output serves as a “one-time-read”
rather than the basis of an on-going career and
development (I.e. development plan and
coaching)
• Not providing adequate resources and time for
development
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Resolution to Mistake 4

Strong Support
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

SARAH’S ADVICE…
• Leader Involvement: Leaders must
support the process by engaging in the
360 review and development process
• Learning Resources: HR needs to make
relevant learning resources available to
support employee development
• Mentoring: Line managers need to
provide the time and mentoring required
to foster change
• Continuity: Make the process on-going by
administering every 12 – 18 months
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Mistake 5…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

PEOPLE ARE NOT TRAINED IN GIVING AND
RECEIVING FEEDBACK

• Interpreting 360 Degree feedback is not a
simple process
• Delivery of feedback is paramount to how
constructively its perceived
• Most managers are uncomfortable with giving
critical feedback

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Resolution to Mistake 5

Coaching
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Interpreting 360 reports should be
supported by a coach who understands:

• how to identify and
interpret themes
• how to handle a
range of emotions
• how to focus on
targeted areas for
development
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Together,
Everyone can realize extraordinary

personal and
organizational
benefits
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

A broader perspective on employee skills
Information that is objective and actionable
Greater self-awareness
Focused career development
Clarified expectations

Positive change
Increased retention and engagement
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Sarah’s Plan
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Phase

Description

Time

Pre-Planning

•
•
•
•
•
•

Selection of tool
Target audience
Competency selection
Stakeholder review meetings
Selection of review type (unmoderated vs. moderated)
Administration management

6-8 weeks

Design

•
•

Assessment creation
Report output creation

1-2 weeks

Communication

•
•
•
•

Introduction (What is a 360?)
Education (What is our purpose?)
Town hall meeting and follow-up
360 Invitation and follow-up instruction emails

1-2 weeks

Selection of raters

•
•

Selection and approval of reviewers
Load participants into system

1-2 weeks

Pilot roll-out

•
•
•

Schedule a small pilot
Solicit feedback
Evaluate outcomes

2-3 weeks

Questionnaire
distribution

•
•

Email participants
Trouble shoot email delivery issues

1 week
© 2012 TalentGuard/All Rights Reserved

Questionnaire
completion

•
•

Field questions from participants
Schedule automated emails

2-3 weeks

Process 360
reports

•
•
•
•

Close out 360 Review program
Run analytics
Customize and create reports
Work with management to finalize formal output

2 weeks

Feedback meetings

•
•
•

Train staff on debriefing (if self-assmt. or manager delivered)
Facilitate 1x1 or group meetings for debriefing
Troubleshoot outstanding issues and questions

2-8 weeks

Development plan

•
•
•

Create development plans based on 360 feedback
Sign-off on development plans
Assign coaches to employees (optional)

2-8 weeks

Engagement in
learning

•
•
•

Attend classes
Read books
Attend coaching sessions

6-12 months

Re-assessment

•
•
•

Evaluate outcomes of program
Make improvements
Start again

6-18 months

©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

Sarah’s Testimonial…
©2012 TalentGuard
© 2012 TalentGuard/All Rights Reserved

“We gained deeper insight into our
employees for skill improvement,
development planning and
succession planning.”

Talent360

• 100% configurable –
competencies, text, report
format, colors, etc.
• Customizable or built-in
competency framework
• Moderated and unmoderated
assessment reviewer selection
• Anonymous and named
responses
• Benchmark and comparison
reports
© 2011 TalentGuard
© 2012 TalentGuard/All Rights Reserved

UPCOMING EVENTS
Houston - Management Executive Forum
August 29th, 9am-12pm
www.talentguard.com/talent-management-executive-calendar

Next Webinar—August11th
7 Steps to Effective Succession Planning
www.talentguard.com/7-steps-to-succession-planning

Schedule a Demo
www.talentguard.com/products-home

©2012 TalentGuard

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5 Mistakes Made in 360 Reviews

  • 1. © 2012 TalentGuard/All Rights Reserved 5 Common Mistakes Made in 360 Feedback Reviews Pitfalls to avoid and best practices for implementing an effective multi-rater evaluation and development process.
  • 2. © 2012 TalentGuard/All Rights Reserved Meet John ©2012 TalentGuard
  • 3. © 2012 TalentGuard/All Rights Reserved A.K.A...
  • 4. © 2012 TalentGuard/All Rights Reserved Mr. Top Sales Guy ©2012 TalentGuard
  • 5. © 2012 TalentGuard/All Rights Reserved John Works for… ©2012 TalentGuard
  • 6. © 2012 TalentGuard/All Rights Reserved A medical device company ©2012 TalentGuard
  • 7. © 2012 TalentGuard/All Rights Reserved John was promoted… John is struggling… The Boss wants… ©2012 TalentGuard
  • 8. © 2012 TalentGuard/All Rights Reserved John “The Sales Guy” A 360 Review o to help John develop his managerial skills and improve performance ©2012 TalentGuard
  • 9. © 2012 TalentGuard/All Rights Reserved John is… ©2012 TalentGuard
  • 10. © 2012 TalentGuard/All Rights Reserved John is reluctant but wants to learn more (btw, most people feel like John) ©2012 TalentGuard
  • 11. © 2012 TalentGuard/All Rights Reserved WHAT CAN JOHN EXPECT? Peer Subordinate Manager Customer Self Peer ©2012 TalentGuard Subordinate
  • 12. © 2012 TalentGuard/All Rights Reserved JOHN IS NOT SURE WHY HIS COMPANY WANTS TO DO A 360 REVIEW ©2012 TalentGuard
  • 13. © 2012 TalentGuard/All Rights Reserved CONVERSATION HAS IT… • Performance Improvement • Management Development • Career Development • Succession Planning ©2012 TalentGuard
  • 14. © 2012 TalentGuard/All Rights Reserved ? ? Relevance Tool used to terminate Objective Compensation Action Risk Mitigation Weaknesses Competencies Confidentiality Development Training Coaching Strengths Promotion Skills Manager Conflict Feedback Team Building ©2012 TalentGuard
  • 15. © 2012 TalentGuard/All Rights Reserved John doesn’t know what to think now ©2012 TalentGuard
  • 16. © 2012 TalentGuard/All Rights Reserved John, Meet Sarah… ©2012 TalentGuard
  • 17. © 2012 TalentGuard/All Rights Reserved Ms. HR ©2012 TalentGuard
  • 18. © 2012 TalentGuard/All Rights Reserved Sara is great at 360 Feedback and… ©2012 TalentGuard
  • 19. © 2012 TalentGuard/All Rights Reserved KNOWS THE 5 MISTAKES MADE WITH 360 REVIEWS 1. Lack of purpose and focus on specific business or strategic needs 2. Allowing participants to select raters without moderation 3. Lack of communication about the intent of 360 degree reviews 4. Lack of accountability for change and development 5. People are not trained in giving and receiving feedback ©2012 TalentGuard
  • 20. © 2012 TalentGuard/All Rights Reserved Mistake 1… ©2012 TalentGuard
  • 21. © 2012 TalentGuard/All Rights Reserved LACK OF PURPOSE OR FOCUS ON SPECIFIC BUSINESS OR STRATEGIC NEEDS • Organizations typically do not have a clear purpose for conducting 360 reviews, or • Companies mix purposes together (i.e. development planning and performance management) ©2012 TalentGuard
  • 22. © 2012 TalentGuard/All Rights Reserved Resolution to Mistake 1 A Clear Purpose ©2012 TalentGuard
  • 23. © 2012 TalentGuard/All Rights Reserved THE 360 PROCESS SHOULD DESIGNED TO ADDRESS A VERY SPECIFIC PURPOSE Performance Improvement • Enhancing marketing skills to strengthen marketing team Management Development • Improve leadership depth to meet future needs Career Development • Assessing team against key competencies to align to career paths Succession Planning • Build the talent pipeline ©2012 TalentGuard
  • 24. © 2012 TalentGuard/All Rights Reserved SUPPORTING A CLEAR PURPOSE, REQUIRES A MEANINGFUL COMPETENCY MODEL • Not all competencies are created equal • A one-size-fits all approach is not effective • Align the competencies based on the purpose of the 360 Feedback • Involve key stakeholders in the development of the competency model ©2012 TalentGuard
  • 25. © 2012 TalentGuard/All Rights Reserved Mistake 2… ©2012 TalentGuard
  • 26. © 2012 TalentGuard/All Rights Reserved ALLOWING PARTICIPANTS TO SELECT RATERS WITHOUT MODERATION • Selection of raters is important to ensure high quality and objective feedback outcomes • Participants typically select their best advocates and/or their toughest critics • Poor participant selection can negatively impact final results ©2012 TalentGuard
  • 27. © 2012 TalentGuard/All Rights Reserved Resolution to Mistake 2 Rater Selection Moderation ©2012 TalentGuard
  • 28. © 2012 TalentGuard/All Rights Reserved PARTICIPANTS SHOULD BE INCLUDED IN THE SELECTION PROCESS BUT SHOULD NOT CONTROL IT Review Type Un-moderated & Un-governed Participants agree to be reviewed and select their own reviewers Participants know who is completing reviews Moderated & Un-governed Participants agree to be reviewed and submit a list of reviewers to moderator Moderators checks results and may reject or ask for repeat reviewers Moderator invites and manages reviewers Reports are completed and reports are generated Governed Participant agrees to be reviewed and does not choose reviewers Moderator invites and manages reviewers Reviews starts when invitation accepted Review then proceeds as either moderated or un-moderated Reports are completed and reports are generated Reports are completed and reports are generated Moderator = HR, Manager, Advisor, Coach, Other ©2012 TalentGuard
  • 29. © 2012 TalentGuard/All Rights Reserved SARAH LEARNED THAT EACH REVIEW TYPES ALIGNS BEST WITH A SPECIFIC PURPOSE Review Type Un-moderated & Un-governed Moderated & Un-governed Governed Career / Skill Development Performance Improvement Management Development Succession Planning ©2012 TalentGuard
  • 30. © 2012 TalentGuard/All Rights Reserved Mistake 3… ©2012 TalentGuard
  • 31. © 2012 TalentGuard/All Rights Reserved LACK OF COMMUNICATION AND POOR TIMING • Failure to inform and solicit feedback from participants about the following: – Purpose | Process | Scoring | Confidentiality • Using 360 Reviews at inappropriate times – During re-organizations – Onboarding or with new employees – Low-trust environments – Acquisition and/or mergers – Prior to compensation discussions ©2012 TalentGuard
  • 32. © 2012 TalentGuard/All Rights Reserved Resolution to Mistake 3 Good Words at the Right Time ©2012 TalentGuard
  • 33. © 2012 TalentGuard/All Rights Reserved OPEN & TIMELY COMMUNICATIONS • 360 Degree reviews are best in organizations that are: – Stable – Need to solve real business issues – Open to giving and receiving feedback • Open and transparent communications are required often: – – – – During pre-planning Prior to the 360 assessment During the process After the process ©2012 TalentGuard
  • 34. © 2012 TalentGuard/All Rights Reserved Mistake 4… ©2012 TalentGuard
  • 35. © 2012 TalentGuard/All Rights Reserved LACK OF ACCOUNTABILITY FOR CHANGE AND DEVELOPMENT • Failure to start at the top and cascade down to middle management, etc. • Not creating a meaningful competency model tied to the purpose • 360 report output serves as a “one-time-read” rather than the basis of an on-going career and development (I.e. development plan and coaching) • Not providing adequate resources and time for development ©2012 TalentGuard
  • 36. © 2012 TalentGuard/All Rights Reserved Resolution to Mistake 4 Strong Support ©2012 TalentGuard
  • 37. © 2012 TalentGuard/All Rights Reserved SARAH’S ADVICE… • Leader Involvement: Leaders must support the process by engaging in the 360 review and development process • Learning Resources: HR needs to make relevant learning resources available to support employee development • Mentoring: Line managers need to provide the time and mentoring required to foster change • Continuity: Make the process on-going by administering every 12 – 18 months ©2012 TalentGuard
  • 38. © 2012 TalentGuard/All Rights Reserved Mistake 5… ©2012 TalentGuard
  • 39. © 2012 TalentGuard/All Rights Reserved PEOPLE ARE NOT TRAINED IN GIVING AND RECEIVING FEEDBACK • Interpreting 360 Degree feedback is not a simple process • Delivery of feedback is paramount to how constructively its perceived • Most managers are uncomfortable with giving critical feedback ©2012 TalentGuard
  • 40. © 2012 TalentGuard/All Rights Reserved Resolution to Mistake 5 Coaching ©2012 TalentGuard
  • 41. © 2012 TalentGuard/All Rights Reserved Interpreting 360 reports should be supported by a coach who understands: • how to identify and interpret themes • how to handle a range of emotions • how to focus on targeted areas for development ©2012 TalentGuard
  • 42. © 2012 TalentGuard/All Rights Reserved Together, Everyone can realize extraordinary personal and organizational benefits ©2012 TalentGuard
  • 43. © 2012 TalentGuard/All Rights Reserved A broader perspective on employee skills Information that is objective and actionable Greater self-awareness Focused career development Clarified expectations Positive change Increased retention and engagement ©2012 TalentGuard
  • 44. © 2012 TalentGuard/All Rights Reserved Sarah’s Plan ©2012 TalentGuard
  • 45. © 2012 TalentGuard/All Rights Reserved Phase Description Time Pre-Planning • • • • • • Selection of tool Target audience Competency selection Stakeholder review meetings Selection of review type (unmoderated vs. moderated) Administration management 6-8 weeks Design • • Assessment creation Report output creation 1-2 weeks Communication • • • • Introduction (What is a 360?) Education (What is our purpose?) Town hall meeting and follow-up 360 Invitation and follow-up instruction emails 1-2 weeks Selection of raters • • Selection and approval of reviewers Load participants into system 1-2 weeks Pilot roll-out • • • Schedule a small pilot Solicit feedback Evaluate outcomes 2-3 weeks Questionnaire distribution • • Email participants Trouble shoot email delivery issues 1 week
  • 46. © 2012 TalentGuard/All Rights Reserved Questionnaire completion • • Field questions from participants Schedule automated emails 2-3 weeks Process 360 reports • • • • Close out 360 Review program Run analytics Customize and create reports Work with management to finalize formal output 2 weeks Feedback meetings • • • Train staff on debriefing (if self-assmt. or manager delivered) Facilitate 1x1 or group meetings for debriefing Troubleshoot outstanding issues and questions 2-8 weeks Development plan • • • Create development plans based on 360 feedback Sign-off on development plans Assign coaches to employees (optional) 2-8 weeks Engagement in learning • • • Attend classes Read books Attend coaching sessions 6-12 months Re-assessment • • • Evaluate outcomes of program Make improvements Start again 6-18 months ©2012 TalentGuard
  • 47. © 2012 TalentGuard/All Rights Reserved Sarah’s Testimonial… ©2012 TalentGuard
  • 48. © 2012 TalentGuard/All Rights Reserved “We gained deeper insight into our employees for skill improvement, development planning and succession planning.” Talent360 • 100% configurable – competencies, text, report format, colors, etc. • Customizable or built-in competency framework • Moderated and unmoderated assessment reviewer selection • Anonymous and named responses • Benchmark and comparison reports © 2011 TalentGuard
  • 49. © 2012 TalentGuard/All Rights Reserved UPCOMING EVENTS Houston - Management Executive Forum August 29th, 9am-12pm www.talentguard.com/talent-management-executive-calendar Next Webinar—August11th 7 Steps to Effective Succession Planning www.talentguard.com/7-steps-to-succession-planning Schedule a Demo www.talentguard.com/products-home ©2012 TalentGuard