1 Key Step To Enhance 360 Survey Feedback

Notas del editor

1. Welcome to this presentation in which you’ll learn how one simple step can greatly enhance the utility and value of the 360-survey process. I’m Dr. Larry Gard, a psychologist and business consultant based in Chicago. My firm, Gard Executive Consulting, helps businesses and individuals overcome the all-too-human obstacles that impede performance. Businesses commonly rely on 360-degree surveys to help key employees develop their strengths and modify their weaknesses. 360 surveys can foster self-awareness and serve as an impetus for behavior change, if they’re designed well, deployed properly, and if the candidate is debriefed thoroughly afterward. We’ll begin with a very brief introduction to the 360 process.
2. In a typical scenario, the 360 candidate (the person who the survey is about) will identify roughly a dozen colleagues who will be asked to provide anonymous feedback about the candidate’s work performance. The selected colleagues will be subordinates, peers, and superiors, forming in effect a full circle of perspective and a chorus of voices. Even though 360’s are usually administered online and the data is compiled electronically, the process is still time consuming. The survey itself can consist of several dozen items, and so a particularly thoughtful respondent might take 30-minutes or longer to provide feedback. No psychological test can think for itself; the results have to be interpreted and debriefed in a thoughtful, meaningful way that an individual can make use of. The same thing goes for 360’s. The 360 results might get a person’s attention, but it’s the quality of the debriefing that helps move a person from point A to point B. I’ve seen companies spend a small fortune sending their executives to high-end development programs; they return with 360 results in a very handsome binder that just sits on their credenza. All that time, all that money . . . with very little development actually occurring.
3. Different professional roles require different competencies. Thus, it’s very important that the 360 target the specific competencies that the candidate should possess in order to succeed. In other words, the questions should relate to the demands of the job. There are generic 360 survey templates available that look at broad aspects of leadership and management, but if the survey items don’t address the competencies the candidate needs, two things will happen. The respondents will resent being asked to spend time providing ratings regarding qualities that aren’t very relevant, and the candidate won’t find the feedback very helpful. Some typical competencies include: The ability to deliver results A capacity for In-depth problem solving Planning and organization and Teamwork and collaboration
4. Not only should the 360 target the specific competencies that are needed to succeed, but the items should ask about behaviors that reflect those competencies. For example, if it’s important that a candidate demonstrate good planning and organization ability, then the 360 should inquire about behaviors that reflect this. Behaviors such as setting realistic goals, developing contingency plans and so forth.
5. 360 degree surveys, by their very nature, only provide candidates with feedback about how others perceive them. The feedback can typically be divided into observed strengths, and areas for improvement. Let’s consider an example of a candidate we’ll call “Mark”. Mark’s colleagues see him as good at in-depth problem solving and delivering results. On the other hand, they suggest that he needs to demonstrate better teamwork and collaboration, and his planning and organization is lacking. If I was working with Mark, we would spend time discussing these findings. We would develop a plan for him to address his perceived shortcomings. So far, so good. But with one simple step, this feedback process could be a lot more meaningful.
6. If we introduce a well-designed personality test that looks at the same competencies as the 360, the feedback takes on an entirely new dimension. In this example, Mark would take the personality test at the same time the 360 survey is being deployed. The test reveals how Mark’s personality is a strong fit with some competencies, and a weaker fit with others. In this example, the test reveals that Mark’s personality is well suited for in-depth problem solving, as well as planning and organization. His personality is not a good fit for competencies such as delivering results, and teamwork and collaboration. Now we have a lot more data to work with, but the key feature that makes this possible is using a personality test that targets the same competencies that are surveyed by the 360.
7. By adding in the personality test, we can construct a two-by-two matrix that allows for a much more thorough analysis. We can look in the top right box and say: “Mark, your personality traits suggest that you you’re well suited for in-depth problem solving, and the 360 feedback indicates that others, too, see you as being good at this – so it’s definitely a strength.” We can look at the top left box and say: “With regard to delivering results, the personality test suggests that this isn’t your strong suit, and yet the feedback from your colleagues on the 360 indicates that others see this as one of your strengths. Clearly you’re performing well here. Even though delivering results may not be easy for you, you’re obviously being very effective. So let’s examine about how you’ve accomplished this strong performance, and see if we can’t harness it even more broadly.” We can look at the bottom left box and say: “Mark, the personality test suggests that teamwork and collaboration don’t come naturally to you, and that’s confirmed by the feedback from your colleagues. We’ve seen areas in which you’ve managed to overcome challenges and perform quite well; let’s see how we can help you here.” Finally, we can look at the bottom right box and say: “Mark, your personality is well-suited for planning and organization, and yet your colleagues indicate that you could do better in that area. You have the potential to make some big advances here if we can identify the obstacles that are holding you back.”
8. Thanks for watching. If you’re interested in adding a psychological test to your 360 survey, I use and recommend the ASSESS system. Please feel free to contact me if you have questions or would like more information.