360 Degree Feedback means management-diagnostic from a multi-perspective. The group report adds additional value: These aggregated reports consilidate and integrate the individual feedbacks to allow organizational information and an advanced level of reflection.

1. USP-D
improve
performance profit
strategy
group report effect
added
value
360feedback
stakeholders HR
team report team
results
management
output comprehensive
USP-D Deutschland Consulting GmbH 360feedback – profit and effect through team and group reports www.usp-d.com

2. USP-D
360 feedback
AGENDA/KEY POINTS
1 Context
2 Group Report
3 Added Value
4 Discussion
2 www.usp-d.com

3. USP-D
360 feedback
PODIUM PARTNERS
Uta Stiene Magnesita, Personnel Development
Angelika Ehms Ferrostaal, Personnel Development
Carmen Klann USP-D, Senior Consultant - 360feedback expert
MODERATION
Petra Schulte USP-D, Managing Director
3 www.usp-d.com

4. USP-D
360 feedback
LOCALISATION
360feedback means management-diagnostic from a multi-perspective.
Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is
the catalyst of behavioral change.
4 www.usp-d.com

5. USP-D
360 feedback
GROUP REPORT GENESIS in a Nutshell
2008
2005 special group
reports on demand
2003 standard group Clusters: regions,
reports on functions, positions,
2001 5 years of demand for all groups,
relevant data customers:
1998 360feedback 1st group comparisons +
competences
hypotheses +
web application report for peculiarities recommendations
360feedback individual
in USP-D customers
5 www.usp-d.com

6. USP-D
360 feedback
HR Initiatives and Issues for 2011 – 2012
0% 10% 20% 30% 40%
Talent/performance systems
Streamline processes/systems
More involvement in strategic business-driven issues
Recruiting/staffing services/systems
Upgrade HRMS
Reporting/analytics
Compensation/benefit services/systems
Training 360 feedback
Systems integration
Define human capital metrics and dashboards
New HRMS
Accuracy of data
Manager self-service
Payroll/time management services/systems
Cost
Employee self-service
HR website/usability
Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa.
More than half (55%) are global or multinational companies..
6 www.usp-d.com

7. USP-D
360 feedback
5 MYTHS and MISCONCEPTIONS
MYTH TRUTH
1. 360 surveys only work in big companies. 1. Not the WHERE - the WHAT FOR counts
2. 360 surveys aim to control the 2. Conducted with care you support a
managers and enhance distrust and positive feedback culture + enhance
fear. They lead to consequences. commitment.
3. 360 surveys are a complete feedback 3. 360 results without context + transfer
process and replace PDA. no positive effect
4. 360 surveys are a change. 4. 360 = tool
Development + change = processes
5. Conducting 360s needs a mature 5. 360 surveys need a clearly defined
organization and does not fit in a purpose. Repeated in reasonable
change process. intervals they support change.
7 www.usp-d.com

8. USP-D
360 feedback
THE TYPICAL PROCESS
Reasonable Repetitions: What should be achieved?
relevance Who are the main beneficiaries?
effect
change PURPOSE
REVIEW DEFINITION
360FB
TRANSFER
COMPLETION
MT or HR: Short to long
term action plan for
‘change’ REPORT DEBRIEFING
REFLECTION PHASE
GROUP 1 cumulated picture for the
team: trust + commitment
REPORT
N cumulated pictures for the
DEFINITION organization:
understanding + growth
Analysis Areas = Cluster Definition
8 www.usp-d.com

9. USP-D
360 feedback
REPORT SECTION
Management Summary
Highlights/Lowlights, Development Areas, Ranking
of Competencies
Demographic/Statistical Summary
Statistical Distinctions and Development
Main Report
Comparison: Competencies, Target Groups,
Stakeholder Groups, Timeline
Interpretation and Recommendation
Development Portfolio
Recommendations, Measures, Planning,
Priority Indication, Hypotheses
Customers’ key interest: No figures and tables but Hypotheses and Recommendations!
9 www.usp-d.com

10. USP-D
360 feedback
Feedback Accumulation - ADDED VALUE
Performance = Ability x Motivation x Opportunity
Group Report
Team Debriefing
Measures Definition Cultural Campaigns Organizational Issues
Programs Trust, Climate Change Necessities
Individual Report,
Feedback
10 www.usp-d.com

11. USP-D
360 feedback
Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers)
0% 20% 40% 60% 80% 100%
detect success barriers (strategy)
anchor performance criteria
link indiv. leadership to team/org. dev.
align business strategy with HCM
identify changes in management style
optimize cooperation
industry benchmarks
Referring to 2010-2012, Status 09 20 2012, 39 organizations
11 www.usp-d.com

12. USP-D
360 feedback
Group Report - ADDED VALUE for HR (Feedback from Customers)
0% 20% 40% 60% 80% 100%
program effectiveness (gmt. Dev.)
talent management (needs/design)
organizational development
identification of survey areas
integration of company values
success evaluation PD processes
HR planning/forecast
Referring to 2010-2012, Status 09 20 2012, 39 organizations
12 www.usp-d.com

13. USP-D
360 feedback
DISCUSSION
What are your experiences with surveys (here: group reports) so far?
What is from your perspective part of an effective group report?
How should the board/management deal with survey results?
How would you like to be supported in reflection and transfer?
13 www.usp-d.com

14. USP-D
360 feedback
Your questions...
Looking forward to seeing you!
Visit us in 11.3 , at U.20
Petra Schulte
USP-D
www.usp-d.com
14 www.usp-d.com