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(View Sample Reports:
Executive Summary or
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This is Dr. Fennig’s 20th
year working with organizations to design and deliver great 360
degree feedback processes. The summary below comes from his and DRI
Consulting’s experience with over several hundred organizations and
several thousand participants across large and small, private and
public entities.
Definition
of 360 Degree Feedback
360 degree feedback provides
information as part of a performance review, promotional process, or
for self-insight as part of a training/development/coaching program.
It is “feedback from all around you”:
the systematic collection of job-relevant, quantitative (numerical
ratings on a standard scale) and qualitative (written/verbal)
information from people in different and relevant roles relative to
the person getting feedback. A good 360 degree feedback report
shows the similarities and differences in feedback by the different
rater categories/perspectives.
It may compare the person to others in
similar jobs/roles or situations (e.g., a training class) to provide
comparison information (actual norms and/or simple benchmarks).
Those providing feedback should have first hand experience with the
person they are rating for at least 6 months in the position.
Benefits/good outcomes of a 360:
ü
An appraisal of current
competence and fit for the position – where one is strong and where
one needs to improve
ü
An appraisal of
differences, if any, between how those in different roles
see/experience the person performing
ü
Improved understanding of
expectations between supervisor(s) and their direct reports related
to performance, priorities and consistency in delivery across key
work relationships
ü
Improved communications
and understanding between the person getting the 360 feedback and
those in their key work relationships
ü
A heads-up on potential
“stallers/stoppers/career derailers” – if included in the 360
Typical steps in a 360 process
1. Supervisor/Board
or person themselves recognizes that more comprehensive and
systematic feedback is needed or desired. Or, the organization
seeks a newer and better process than currently used. They define:
a.
who will get feedback
b.
who will see the
information/define confidentiality
c.
how it will be used
d.
by when
They may also be involved in helping
define and/or approving the feedback giver list nominated by the
person or people receiving feedback.
2. Supervisor/Board
decides who leads the project from the receiving side – (ideally the
person getting 360 degree feedback is the lead or on the team
leading this).
3. Supervisor/Board
decides who leads the project from the delivery side. Methods 1 and
2 below led themselves to having the executive/manager/professional
who is receiving 360 degree feedback to also be the one collecting
it. Design and collection for all 4 methods below can be, and often
are, done with the help of a “third party” – like internal human
resources or an outside consulting firm. Industrial/organizational
psychologists, like those at DRI Consulting, are particularly expert
at doing this.
4. Those
responsible produce the survey, if not already built, consistent
with the job description and/or competency models being used by the
organization for the position. Ideally, the feedback recipient also
reviews this for accuracy and help with a sense of ownership in the
process. This can include measures of skill priority/importance as
well as measures of potential job failure (“stallers/stoppers/derailers”).
5. Supervisor/Board
and/or project leads review a draft of the survey, including items
on it, overall design and rater categories used.
6. 360
Degree feedback recipients request the “consent to participate” of
feedback givers from the rater categories being used. This serves
both as a courtesy and a “heads up” to help increase participation
in the survey.
7. Those
responsible for the survey finalize it and work closely with the
feedback recipients to roll-out the survey, encourage a good
response rate, handle questions, close the survey on time and
generate final reports.
8. Ideally,
the feedback recipient sees and shares their 360 degree feedback
report with their supervisors, thanks givers, meets with survey
vendor to ensure understanding
Four Methods for Conducting a 360
Degree Feedback Process
1.
Informal Conversational
Method: Feedback recipient
identifies a list of people from some of the rater categories below
and has a conversation with each about his/her performance using
general questions like:
a.
How am I doing in my job?
b.
What do I do particularly well?
c.
What do I need to do better?
d.
How well am I meeting your
needs?
e.
Etc.
Feedback recipient might or might not
summarize what they heard and report that to supervisors or the team
they work with. A variation on this is to have a supervisor or
“third party” do this interviewing on behalf of the feedback
recipient.
2. Formal
Conversational Method:
Feedback recipient identifies a list of people from some of the
rater categories below and gets specific feedback from each about
her/his performance using a specific performance model as the
framework. This could be:
a.
Their job description
b.
Key competencies and/or goals
c.
A leadership, management or
professional competency model
Feedback recipient might or might not
summarize what they heard and report that to supervisors or the team
they work with. A variation on this is to have a supervisor or
“third party” do this interviewing on behalf of the feedback
recipient.
3. Informal
Survey Method: The same as
#1 above, but done via written feedback to an e-mail or web-based
survey. Often a “third party” (HR, outside vendor) helps to do
this. Feedback recipient and/or the third party might or might not
summarize what they heard and report that to supervisors or the team
they work with.
4. Formal
Survey Method: Combines #s
2 and 3 into the most systematic and comprehensive approach. This
is a “rate and write” survey – either electronic or paper-based. It
uses a model or list of competencies and/or skills and/or
responsibilities, along with open-ended questions or comment
fields. Often a “third party” (HR, outside vendor) helps to do
this. Feedback recipient and/or the third party might or might not
summarize what they heard and report that to supervisors or the team
they work with.
Typical Rater Categories
1.
Self
2.
Supervisor/boss/board/management
committee
3.
Direct Report
4.
Peer
5.
Team members
6.
Key externals – customer
7.
Key externals –
supply/vendor/regulatory
8.
Key internal relationship –
customer/recipient of work product
9.
Key internal relationship –
other
10.
Personal significant
other – (e.g. mentor, spouse)
11.
Others
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