Half d

1. Full circle around 360 degree
feedback
by Toronto Training and HR
May 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Definition
Contents 7-8
9-10
Giving great feedback
Typical issues
11-13 Questions to ask
14-17 Rationale for 360 degree feedback
18-20 Central principles to adopt
21-23 Questionnaire wording
24-27 Benefits of online 360 degree feedback
28-30 What does a helpful feedback report look like?
31-32 What can it achieve?
33-34 Cultural attributes that support the use of 360
degree feedback
35-36 Transparency
37-38 Benefits of asking for feedback
39-41 Dos and don‟ts to make the most of feedback
42-43 Challenging perceptions
44-47 Selecting a system
48-49 What‟s so good about 360 degree feedback?
50-51 Selling 360 degree feedback to senior
management
52-53 Drill
54-55 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Definition
Page 5

6. Definition
History
What is 360 degree feedback?
Page 6

7. Giving great feedback
Page 7

8. Giving great feedback
Be honest, clear and specific
Do it often
Give it the time it deserves
Document it…
…but make it about more than filling out forms
Do it in private
Give credit as well as criticism
Set out clear plans and benchmarks
Choose your words carefully
Page 8

9. Typical issues
Page 9

10. Typical issues
Fit
Design
Skill
Communication
Administration
Page 10

11. Questions to ask
Page 11

12. Questions to ask 1 of 2
To what extent does the organization value people
development in general?
How important is feedback within the
organization?
What is the organization‟s attitude to risk-taking
and failure?
How open is senior management to the concept of
360 degree feedback?
Page 12

13. Questions to ask 2 of 2
How would 360 degree feedback help the
organization achieve its goals?
How would the process fit with other HR and
performance management systems?
What processes would be put in place to promote
training and support feedback givers and
receivers?
Page 13

14. Rationale for 360 degree
feedback
Page 14

15. Rationale for 360 degree
feedback 1 of 3
360 degree feedback can become a powerful
organizational intervention to increase awareness
of the importance of aligning leader behavior, work
unit results and customer expectations, as well as
increasing employee participation in leadership
development and work unit effectiveness
Page 15

16. Rationale for 360 degree
feedback 2 of 3
360 degree feedback recognizes the complexity of
management and the value of input from various
sources-it is axiomatic that managers should not
be assessing behaviours they cannot observe, and
the leadership behaviours of subordinates may not
be known to their managers
Page 16

17. Rationale for 360 degree
feedback 3 of 3
360 degree feedback calls attention to important
performance dimensions that may hitherto have
been neglected by the organization
360 degree feedback can overcome biased
appraisals because the organization is not relying
on one person‟s view and the inherent prejudices
he or she may have
Page 17

18. Central principles to adopt
Page 18

19. Central principles to adopt
1 of 2
The questions set are short, clear and relevant to
the person‟s job
The respondents are credible to the recipient (in
many instances recipients choose the respondents)
respondents are given guidance about the
information they should be providing, for example
asking for specific examples of certain behaviours
or only providing comments that can be supported
with evidence
Page 19

20. Central principles to adopt
2 of 2
Feedback is only given by individuals trained to
give it
Page 20

21. Questionnaire wording
Page 21

22. Questionnaire wording 1 of 2
Questions should be relevant to the recipient's job
If they are not, the recipient will not be motivated
to change or indeed understand which changes
are required
Each question should be concise, use plain English,
and omit qualifiers, such as ‟when appropriate„ and
‟as necessary„
Vague, complex questions rarely produce clear
feedback
Page 22

23. Questionnaire wording 2 of 2
Each question should relate to a clearly-defined
competency and follow a uniform structure, as
muddled competencies make for muddled
feedback
Questions should set clear and appropriate
standards, for example ‟makes decisions„ is a poor
criterion as the decisions made could be unclear,
late, autocratic or wrong
Page 23

24. Benefits of online 360
degree feedback
Page 24

25. Benefits of online 360 degree
feedback 1 of 3
Recipients can choose the competencies on which
they wish to receive feedback
Confidentiality is improved, as questionnaires and
reports can be protected by passwords
Accuracy is enhanced as online system settings
can ensure that essential data is provided
Page 25

26. Benefits of online 360 degree
feedback 2 of 3
Data entry settings can also improve the quality of
feedback by, for example, requiring that a
minimum number of questions are answered and
stipulating minimum percentages of critical and
positive feedback
Reports are available online; answers can be
collated instantly, so reports are immediately
available and up-to-date, while they can also
include comparison with previous feedback
Page 26

27. Benefits of online 360 degree
feedback 3 of 3
The amount of administration required is much
reduced as individuals can be responsible for
managing their own feedback, requesting feedback
and chasing late questionnaires
Demographic information can be collected and fed
into the production of summary reports
Page 27

28. What does a helpful
feedback report look like?
Page 28

29. What does a helpful feedback
report look like? 1 of 2
Are concise and simple to understand – lengthy or
complex reports simply add to employees‟
workload
Are visual – they use graphics to make findings
stand out, and make it easy to see patterns and to
explore differences between questions and
different respondents
Are self-explanatory – they need almost no
explanation or interpretation
Page 29

30. What does a helpful feedback
report look like? 2 of 2
Avoid averages, statistics or factors – they focus
instead on provide the ratings and written
comments given by individual respondents (as
averages may hide important information)
Page 30

31. What can it achieve?
Page 31

32. What can it achieve?
Identifying differences between the way individuals
see themselves and how they are perceived by
others
Establishing differences between the perceptions
of different groups of respondents (for example,
do the recipient's direct reports have a different
view to his or her line manager?)
In so doing, helping to make performance
management a more objective and fair process
Page 32

33. Cultural attributes that
support the use of 360
degree feedback
Page 33

34. Cultural attributes that support
the use of 360 degree feedback
Open communication and widespread sharing of
information
Employee involvement in decision-making
A high level of accountability for performance
A high level of trust and openness
Page 34

35. Transparency
Page 35

36. Transparency
COMMUNICATE TO ALL PARTICIPANTS
The purpose of the process
How the feedback data will be used
Who will have access to the results
Page 36

37. Benefits of asking for
feedback
Page 37

38. Benefits of asking for feedback
Identifying your strengths
Seeing into your blind spots
Meeting your goals
Preparing for advancement
Becoming more effective
Page 38

39. Dos and don’ts to make
the most of feedback
Page 39

40. Dos and don‟ts to make the
most of feedback 1 of 2
Do choose just one or two areas to work on
Do focus as much on your strengths as your
weaknesses
Do save your feedback for a specific time set aside
for review and reflection
Do seek further detail and clarification as needed
Do take notes and explore your observations
Don‟t choose too many areas to work on
Page 40

41. Dos and don‟ts to make the
most of feedback 2 of 2
Don‟t focus on the “bad stuff”
Don‟t just skim the feedback
Don‟t hold feedback against the people who gave
it to you
Don‟t put the feedback in a drawer
Page 41

42. Challenging perceptions
Page 42

43. Challenging perceptions
The feedback on an aspect of behaviour is the
opposite of what the recipient expects
An aspect of behaviour is shown to be more (or
less) important as an explanation of individual
performance than the recipient perceives to be the
case
Findings can highlight specific relationships
between aspects of behaviour
Page 43

44. Selecting a system
Page 44

45. Selecting a system 1 of 3
Manage the system
Use trained personnel
They aren‟t the same!
Page 45

46. Selecting a system 2 of 3
POINTS TO CONSIDER
Is it reliable and valid?
Is the system easy to run?
Do you have some flexibility?
What‟s important to the role?
Can confidentiality be guaranteed?
Are comparison reports available?
Can you easily obtain an executive summary?
Page 46

47. Selecting a system 3 of 3
POINTS TO CONSIDER
Does the system allow written comments?
Are effective coaching and development programs
available?
How much does it cost?
Page 47

48. What’s so good about 360
degree feedback?
Page 48

49. What‟s so good about 360
degree feedback?
Increased productivity
Increased training ROI
Improved communication
Increased leadership effectiveness
Improved retention
Page 49

50. Selling 360 degree
feedback to senior
management
Page 50

51. Selling 360 degree feedback to
senior management
Leaders need feedback urgently
Leadership training is not proving effective
Measuring how engaged the workforce is
Page 51

52. Drill
Page 52

53. Drill
Page 53

54. Conclusion and questions
Page 54

55. Conclusion and questions
Summary
Videos
Questions
Page 55