High Performance Development Model

360 Degree Feedback Process

Respondent Orientation

Review 360 Degree Feedback Process

Explain Survey Software

Discuss Your Role as a Respondent

Using the two scales

Writing effective comments

Show the End Result

Orientation AgendaOrientation AgendaOrientation AgendaOrientation Agenda

"A high or low score didn't predict a scientist's ability to invent Teflon, but what the feedback did was really improve the ability of people to work in teams. Their regard for others, and behaviors that were damaging and self-centered, are what changed."

William J. Miller Research Supervisor, DuPont

The Goal of a Feedback ProcessThe Goal of a Feedback Process

Review of the 360 DegreeFeedback Process

1

Purpose:Purpose:

Providing the foundational tools and support structure

Reinforcing skills/behaviors that are key to individual success and to VA as a whole

Using behavior-based competencies to provide a common language for development

Strengthening Development by:Strengthening Development by:

High Performance Development ModelHigh Performance Development Model

Personal MasteryTechnical SkillsInterpersonal EffectivenessCustomer ServiceFlexibility/AdaptabilityCreative ThinkingSystems ThinkingOrganizational Stewardship

What is Feedback?What is Feedback?

Communication of information

about behavior or performance in a

way that enables receivers to use it

to their advantage and benefit.

360 Degree Feedback360 Degree Feedback

Supervisor

Peers

DirectReports

TeamMembers

Internal/ExternalCustomers

Employee“Self”

360 Degree Feedback Process360 Degree Feedback Process

Focuses on 8 HPDM competency categories

Maintains anonymity of ratings

Uses outside consultant for processing

Provides user-friendly tools and training

Provides a development approach

Features

360 Degree Feedback Process360 Degree Feedback Process

Identify Respondents

(Nomination List)

Gather Feedback Data

(Feedback Survey)

Receive and Interpret Feedback

(Report and Coaching Session)

Develop and Implement Action Plan

(IDP)

Feedback Cycle

Feedback Survey Software

20/20 Insight Web Response

2

360 Degree Feedback Survey360 Degree Feedback Survey

How you will assess . . .

Go to 20/20 Insight web site with customized instructions user id password

This enables you to assess each person on all competencies and behaviors

Effectiveness Importance Comments

Data is then transmitted to The TEAM Approach for confidential processing

1 2 3 4 5 6N

MinimallyEffective

ModeratelyEffective

HighlyEffective

Not Observed/Not Applicable

For each behavior consider... How well do you think the person demonstrates

this skill/behavior? To what extent do you think the person has a

need to develop this behavior?

How effective is this person in….

Using the Effectiveness ScaleUsing the Effectiveness Scale

MinimallyImportant

ModeratelyImportant

HighlyImportant

For each behavior consider... How important is this behavior to the person’s

successful performance of his/her duties? How important is this behavior in creating an

effective working relationship with you?

Using the Importance ScaleUsing the Importance Scale

How important is this behavior to success?

1 2 3 4 5 6N

1.Similar-to-Me / Not-Like-MeTendency to up-grade rating of people like you, and down-grade the rating of people who differ

2.Not Enough InformationPredicting ratings when the behavior has not been observed

Common Rater PitfallsCommon Rater Pitfalls

3.Differences in Rater TemperamentBeing overly easy or overly critical Avoiding the extremes

4.“Halo” Effect/“Hoof and Horn” EffectMaking generalizations from one aspect of a person’s performance to all aspects

Common Pitfalls, cont.Common Pitfalls, cont.

5.RecencyOver-emphasize recent occurrences, either favorable or unfavorable

6.LeniencyReluctance to assign adverse ratings for fear of being confronted or “found out”

Common Pitfalls, cont.Common Pitfalls, cont.

Quality Feedback Tips

Separate each behavior

Consider trend or pattern over several months

Don’t assess someone when you are tired, stressed or angry

Consider the entire 6 point scale when assessing

Use “not observed/not applicable” when appropriate

Strive to give a balanced assessment . . .

Writing Effective Comments

3

Providing Helpful, Honest CommentsProviding Helpful, Honest Comments

Phrase comment so that participant will know whether to start, stop or continue

Recommend specific actions

Comments will be attached to the specific behavior and will be verbatim

This person should start, stop or continue:“Start . . .”

“Stop . . .”

“Continue . . .”

Guidelines for giving feedbackGuidelines for giving feedback

- “When you disrupted the meeting”

- “people felt uncomfortable”

- “as a result, they stopped contributing”

- “Please consider the effect of your comments on others”

ehavior

utcome

onsequences

ctions

Feedback Model

Inappropriate or Ineffective CommentsInappropriate or Ineffective Comments

“You never think of anyone but yourself”

“You’re too high-strung and negative”

“You have a bad attitude”

“You’ve been a big disappointment in this area”

Appropriate and Effective CommentsAppropriate and Effective Comments

Positive: “Whenever I need to discuss a key project with you, you always take time to talk with me about it. Your input makes a big difference in the quality of my work, and I hope you’ll continue to make time available for me.”Constructive: “Sometimes when you’re pushed with a deadline and I enter your office, the look on your face says I’m bothering you. I tend to back off at that point. Please let me know when you don’t want to be interrupted.”

Feedback ExerciseFeedback Exercise

Practice Writing Effective Comments

1. For the past twomonths, this person hasbeen coming in early andstaying late to help yourgroup meet a deadline fora major project.

Practice

2. You have noticed thatthis person has beenimpersonal and somewhatrude when answering thephone. You are concernedthat your office will get abad reputation.

Practice

Guidelines for giving feedbackGuidelines for giving feedback

-

-

-

-

ehavior

utcome

onsequences

ctions

Feedback Model

Receiving the feedback

4

Computer-generated report designed to display overall feedback data

Compares Importance and Effectiveness scores of each of the survey items

Provides averages on each competency for each respondent group

Provides written, verbatim comments from respondents Provides comments from two open-ended summary questions

Feedback ReportFeedback Report

Distribution:These numbers indicate the number of people from all relationship categories combined whose rating was at this level

Effectiveness Scale:This number is the average rating from all people who provided ratings in these relationship categories

Average:

This number is your average score from all relationship categories except self

Importance Scale:This number is the average rating fromall people who provided ratings in these relationship categories

Comments:Presented in random order, verbatim,with each item.

Development PlanningDevelopment Planning

Based on the feedback report, subjects will be able to . . .

Identify development priorities and strengths Create a development plan Take action to implement development plan Review progress against plan

Assessment Timeline/Information

5

OrientRaters

OrientRaters

CompleteSurveys

Deadline

CompleteSurveys

Deadline

DistributeFeedback

Reports

DistributeFeedback

Reports

IDPSession For

Subjects

IDPSession For

Subjects

Project TimelineProject Timeline

NominateFeedback Providers

Develop Action Plan

Ongoing

OrientSubjects

Have a question, comment or concern? Call:

Survey Team 800/864-4911

(Eastern Standard Time)