360 Feedback Evaluations Created by Jon DeWolfe Boise State University

360 Feedback Evaluations360 Feedback Evaluations

Created by Jon DeWolfeCreated by Jon DeWolfe

Boise State UniversityBoise State University

What will be coveredWhat will be covered

• What is 360 Feedback?What is 360 Feedback?• Can 360 Feedback be effective for you?Can 360 Feedback be effective for you?• Creating the SurveyCreating the Survey• How it worksHow it works• Real World ExampleReal World Example• Let’s Give it a TryLet’s Give it a Try• SummarySummary• Readings ListReadings List

What is 360 Feedback?What is 360 Feedback?

• 360 feedback/multirater feedback 360 feedback/multirater feedback is the assessment of employees by is the assessment of employees by supervisors, subordinates, peers, supervisors, subordinates, peers, and in some cases customers.and in some cases customers.

• Used as a developmental toolUsed as a developmental tool

Can 360 Degree Feedback Can 360 Degree Feedback Be Effective For You?Be Effective For You?

• Do you have the proper foundation Do you have the proper foundation for a successful program?for a successful program?

• One Size does not fit allOne Size does not fit all• What are our objectives of What are our objectives of

feedback?feedback?• Ask yourself, can you handle the Ask yourself, can you handle the

feedback?feedback?

How to Create the Correct How to Create the Correct SurveySurvey

• Define what you want to Define what you want to evaluateevaluate

• Be Specific with your questionsBe Specific with your questions• Determine how results will be Determine how results will be

publishedpublished• Test, Revise, FinalizeTest, Revise, Finalize

Setup, Train, Connect to Setup, Train, Connect to SucceedSucceed

• SetupSetup

• Training, Training, TrainingTraining, Training, Training

• Connection of the ProcessConnection of the Process

Why we Train, and then Why we Train, and then Train AgainTrain Again

• Employees do not know how to Employees do not know how to give or interpret constructive give or interpret constructive feedbackfeedback

• CoachesCoaches

• Feelings and EmotionsFeelings and Emotions

3 Different Ways to 3 Different Ways to AdministerAdminister

• Send managers or certain Send managers or certain individuals to an outside individuals to an outside consultancy firm.consultancy firm.

• Contract outContract out

• Internet/Intranet Based “In House”Internet/Intranet Based “In House”

Implementing SurveyImplementing Survey

• Anonymity and ConfidentialityAnonymity and Confidentiality

• Constructive Comments vs. Constructive Comments vs. Suggestions for ImprovementSuggestions for Improvement

• Voluntary vs. MandatoryVoluntary vs. Mandatory

How it worksHow it works

• Likert ScaleLikert Scale

• Open-Ended QuestionsOpen-Ended Questions

• DistributionDistribution

• CollectionCollection

Problems with SurveysProblems with Surveys

• Performance AppraisalsPerformance Appraisals

• Individual AppraisalsIndividual Appraisals

• Boycott of SurveyBoycott of Survey

Nestle North AmericaNestle North AmericaReal World ExampleReal World Example

Nestle North AmericaNestle North America

• Kim Jeffery, CEO of Nestle Perrier Kim Jeffery, CEO of Nestle Perrier

• He was a very demanding type He was a very demanding type manager on purposemanager on purpose

• his style had been used in past, his style had been used in past, by his predecessorby his predecessor

Nestle North AmericaNestle North America

• Time for a changeTime for a change• Brought in a consultant to handle Brought in a consultant to handle

surveys and interviews with surveys and interviews with senior managementsenior management

• Revelations of intimidation, Revelations of intimidation, temper problems, and firing temper problems, and firing power power

Nestle North AmericaNestle North America

• Subordinates were so intimidated by Subordinates were so intimidated by Jeffery that they weren’t coming to him Jeffery that they weren’t coming to him with problems and ideas for fear of his with problems and ideas for fear of his temper.temper.

• Self Reflection. “I was mad at myself Self Reflection. “I was mad at myself when I heard, I know the right way to when I heard, I know the right way to do things. I thought I was seen as the do things. I thought I was seen as the regular guy. I didn’t realize the impact regular guy. I didn’t realize the impact my words had on people.”my words had on people.”

Nestle North AmericaNestle North America

• Reaction and Plan of ActionReaction and Plan of Action• He says he’s better now-fewer outbursts He says he’s better now-fewer outbursts

and more effort to get managers and more effort to get managers working together.working together.

• He stresses that nobody can be perfect, He stresses that nobody can be perfect, but can change most problems with but can change most problems with help and personal action plans. help and personal action plans.

• Final verdict: “With one or two lapses, Final verdict: “With one or two lapses, I’m told I’ve done very well.”I’m told I’ve done very well.”

Let’s Give It A TryLet’s Give It A TryHow Do You Rate? How Do You Rate?

• Let’s take a few minutes and Let’s take a few minutes and really evaluate how this process really evaluate how this process can work. can work.

• Evaluate yourself based on the Evaluate yourself based on the questions givenquestions given

• Take a name from pileTake a name from pile

How Do You Rate?How Do You Rate?

• Evaluate person #1Evaluate person #1

• Take 2nd Sheet of PaperTake 2nd Sheet of Paper

• Evaluate person #2Evaluate person #2

How Do You Rate, Cont. ?How Do You Rate, Cont. ?

• Place all surveys in a pile face downPlace all surveys in a pile face down• Administer surveys to appropriate Administer surveys to appropriate

peoplepeople• Allow 5 minutes for reading and Allow 5 minutes for reading and

thoughtthought• DiscussionDiscussion• Surprised from results?Surprised from results?• Are you prepared?Are you prepared?

SummarySummary

• Training and planning is keyTraining and planning is key• Action plan for dealing with feedbackAction plan for dealing with feedback• Use as a developmental toolUse as a developmental tool• Focus the survey on core Focus the survey on core

competenciescompetencies• Adjust your attitude from the Adjust your attitude from the

beginning, this process will make you beginning, this process will make you a better managera better manager

Readings & Websites Of Readings & Websites Of InterestInterest

• SoftwareSoftware• http://www.360-degreefeedback.cohttp://www.360-degreefeedback.co

m/m/• http://www.boothco.com/http://www.boothco.com/• http://www.3dgroup.org/http://www.3dgroup.org/

what_feed.htmlwhat_feed.html• http://www.softscape.com/home.htmhttp://www.softscape.com/home.htm• http://www.panoramicfeedback.com/http://www.panoramicfeedback.com/

BooksBooks

• Maximizing the value of 360-degree Maximizing the value of 360-degree Feedback… By Tornow and LondonFeedback… By Tornow and London

• The Art and Science of 360 FeedbackThe Art and Science of 360 FeedbackBy Lepsinger and LuciaBy Lepsinger and Lucia

• The Thin book of 360 Feedback: A The Thin book of 360 Feedback: A Manager’s GuideManager’s GuideBy CollinsBy Collins

BibliographyBibliography

• Nowack, Kenneth M., Hartley, Jeanne. Nowack, Kenneth M., Hartley, Jeanne. 1999, 1999, How to Evaluate Your How to Evaluate Your 360 Feedback Efforts. 360 Feedback Efforts. Training & Training & DevelopmentDevelopment. Vol. 53, Issue 4. Vol. 53, Issue 4

• Atwater, Leanne, Waldman, David. Atwater, Leanne, Waldman, David. 1998, 1998, Accountability in 360 Accountability in 360 Degree Feedback. Degree Feedback. HR HR MagazineMagazine, , Vol. 43, Issue 6. Vol. 43, Issue 6.

Bibliography Cont.Bibliography Cont.

• Frisch, Michael H. 2001, Going Around in Frisch, Michael H. 2001, Going Around in Circles Circles with ‘360’ Tools: Have They with ‘360’ Tools: Have They Grown Too Popular Grown Too Popular For Their Own Good?. For Their Own Good?. Human Resource Human Resource Planning.Planning. Vol. 24, Vol. 24, Issue 2Issue 2

• Bracken, David W., Summers, Lynn, Fleenor, Bracken, David W., Summers, Lynn, Fleenor, John. John. 1998, High-Tech 360. 1998, High-Tech 360. Training & Training & DevelopmentDevelopment, , Vol. 52, Issue 8Vol. 52, Issue 8

Bibliography Cont. Bibliography Cont.

• Rosti Jr, Robert T., Shipper, Frank. 1998, A Rosti Jr, Robert T., Shipper, Frank. 1998, A Study of Study of the Impact of Training in A the Impact of Training in A Management Management Development Program Development Program Based on 360 Based on 360 Feedback. Feedback. Journal Journal of Managerial Psychologyof Managerial Psychology. . Vol. 13, Vol. 13, Issue ½Issue ½

• O’Reilly, Brain, Furth, Jane. 1994, 360 O’Reilly, Brain, Furth, Jane. 1994, 360 Feedback Feedback Can Change Your Life. Can Change Your Life. FortuneFortune. Vol. 130, Issue . Vol. 130, Issue 88

Bibliography Cont. Bibliography Cont.

• Pollack, David M. Pollack, Leslie J. 1996, Pollack, David M. Pollack, Leslie J. 1996, Using 360 Using 360 Feedback in Feedback in Performance Appraisal. Performance Appraisal. Public Public Personnel ManagementPersonnel Management. Vol. 25, Issue 4. Vol. 25, Issue 4

• Bracken, David W., Summers, Lynn, Bracken, David W., Summers, Lynn, Fleenor, John. Fleenor, John. 2001, 360 Feedback 2001, 360 Feedback From Another Angle. From Another Angle. Human Human Resource ManagementResource Management Vol. 40, Issue 1 Vol. 40, Issue 1