1. Why do some people resist the idea of 360-degree feedback?
2. What factors influence readiness for 360-degree feedback?
3. How important is trust to using 360-degree feedback successfully?
4. Can 360-degree feedback be used successfully during a reorganization?
5. Will an existing performance review program help people accept 360-degree feedback?
6. Can an organization that has no HRD program use 360-degree feedback effectively?
7. How comfortable do people need to be with 360-degree feedback?
8. How can you build support for 360-degree feedback?
9. What’s the most effective way to introduce 360-degree feedback?
10. What can an organization do to avoid problems with 360-degree feedback?
11. What are the ideal purpose and goals of 360-degree feedback?
12. Who needs to be involved when planning a 360-degree feedback project?
13. What motivates people to give honest, objective feedback?
14. What role will managers play in the feedback process?
1. Why
do some people resist the idea of 360-degree feedback?
360-degree feedback gives precise, credible information about
important aspects of individual performance that are otherwise
hard to measure. The feedback can enhance a person's effectiveness
in the workplace and promote teamwork.
So why do some people resist it initially? The short answer
is that they're not sure that 360-degree feedback will benefit
them. It's important to overcome this resistance, because the
assessment process depends on willing participation. Knowing
the most common reasons for resistance can help you avoid problems.
Bad associations with performance appraisal. Most people have
not had positive experiences with performance appraisal, and
they may think that 360-degree feedback will be used as an
appraisal tool. They may be afraid that negative feedback will
affect their pay or job. The answer is to use 360-degree feedback
strictly for development and avoid linking it to appraisal,
compensation or personnel decisions.
Concerns that ratings and comments will not be anonymous. People are wary of telling the truth if they think that doing
so will cause censure or retribution. They worry that executives
are "rating the raters." Make sure that systems and
policies guarantee anonymity, and let everyone know how they
work.
Concerns that the process will not be confidential. If people
think that higher-level managers will scrutinize specific ratings
and comments, they will conclude that realistic ratings could
have negative consequences. This makes it hard for them to
be objective. Establish and enforce effective confidentiality
mechanisms. Show managers only the minimum information they
need to coach direct reports.
Time investment. Most employees are already under a lot of
stress. They resent having to do things that will interfere
with their success. For best results, abbreviate the surveys,
so that you address only essential issues. Ask for feedback
only from people who are familiar with the rated individual's
performance. Plan follow-up developmental activities; people
resent exercises that come to no result.
Fear of feedback. Nobody is perfect, and it's often unsettling
to discover the truth about oneself. Constructive feedback
is never easy to accept. It spotlights performance defects
and implies extra effort to address issues. During the first
cycles of feedback, conduct sessions to reinforce feedback
skills and to help people accept feedback.
Cynicism about HR programs. Based on past experience, employees
may have acquired a "here it comes again" attitude.
HR fads come and go, but employees don't always see the promised
results. They may suspect that 360 feedback is another "feel-good" exercise
that will ultimately benefit neither them nor the bottom line.
It's best not to promote 360 feedback as an HR program. Introduce
it as a new resource for employees that has its place in an
already well-established system of professional development.
Explain how it works. Position it as a tool for people who
want to improve the quality of work life and increase their
value in the career marketplace.
Copyright © 2006 Performance
Support Systems, Inc. All rights reserved.
2. What
factors influence readiness for 360-degree feedback?
In a sense, every organization is ready for 360-degree feedback.
The feedback is valuable, people need it, the approach works,
and any organization can afford the technology. Nevertheless,
there’s more to introducing 360 feedback than buying
and installing a software package. Because it's a tool used
to evaluate and improve performance, it may be perceived (and
used) in context with the existing performance management system.
Certain conditions can delay an organization's acceptance
of 360-degree feedback. If identified early, these issues can
be resolved with information and preparation.
A recent reorganization. In order for ratings
and comments to be valid, people need to be familiar with each
other’s work habits. People new to the team will need
time to get to know coworkers.
Unfamiliarity with 360-degree feedback. To
many, multi-source feedback is something new. Because of past
experience with ineffective performance appraisal systems,
people may be wary of new techniques, and they may not understand
the benefits of 360 feedback. This can cause resistance. The
cure is usually information.
A climate of mistrust. For many reasons,
an organizational climate may not foster trusting workplace
relationships. When competitiveness and conflicts have caused
animosity and distrust, people may find it hard to believe
that feedback is objective and well-intended. They may not
trust that the data will be used to benefit them.
Inexperience with receiving feedback. 360-degree
feedback is a technology that facilitates feedback from many
sources. If people aren’t used to receiving formal performance
reviews or in-person feedback from supervisors, they may find
the idea of 360 feedback foreign and unwelcome.
Absence of computers in the workplace. The
most affordable, flexible and user-friendly types of 360 feedback
involve computers. A workplace that has few or no computers
must rely on a system that uses paper forms.
Minimal investment in human resource development. The
primary purpose of feedback is to give people the self-awareness
they need to grow in the job. If an organization hasn’t
invested in HRD in the past, it may not know how to use feedback
effectively.
Lack of funds for human resource development. Although
some state-of-the-art 360 feedback systems are affordable,
the technology isn’t free. Funds must be available to
purchase software and usage licenses.
No one to act as coordinator. The 360-degree
feedback process includes preparation, administration and development.
If support staff aren’t available, the administration
and facilitation can be outsourced.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
3.
How important is trust to using 360-degree feedback successfully?
People who give and receive feedback need to believe that
the information will be used to benefit others. If managers
say that ratings will be anonymous, that feedback will remain
confidential, and that the data will be used strictly to plan
for individual development, will people believe them?
• Do people believe what their managers say?
• Do people believe that managers have their best interests in mind?
• Is formal performance feedback currently linked to pay and promotion?
Trust is hard-earned. People learn to trust their managers
not so much by listening to what they say but by remembering
what they do. While it can take months or years to earn trust,
it can be lost in a single moment if managers don’t deliver
on their promises. If there have been issues in the past, when
executives talk about the usefulness and confidentiality of
360-degree feedback, people may wonder if there’s a downside.
To protect themselves, they may imagine worst-case scenarios
and resist a process that would otherwise benefit them.
Without trust, a 360 feedback program usually fails. If performance
feedback has been tied to compensation or other personnel action
in the past, people may find it hard to believe that ratings
and comments will not be used for such decisions in the future.
Believing that jobs or careers are at stake, they’ll
find it difficult to give honest ratings. They may try to protect
the job security of their friends or derail people with whom
they don't get along. It's unrealistic to expect that ratings
given in this climate will be consistently objective, honest
and fair enough to produce valid data.
There is no shortcut to earning trust. The only thing that
works is action. One way to overcome suspicions is to administer
360-degree feedback with top managers first. As people observe
the process, hear what managers have to say and evaluate the
consequences, they’ll be more willing to believe reports
that the program will be objective, confidential and worth
the effort.
It may be necessary to create several successes before widespread
trust of 360 feedback is achieved. Typically, certain groups
will see the value of the process and volunteer to be included
next. With each successful round of assessment, people will
spread the word about the benefit and safety of the process.
The important thing is to enforce anonymity and confidentiality.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
4. Can
360-degree feedback be used successfully during a reorganization?
360-degree feedback asks people to give ratings and narrative
comments about someone else's work. Success doesn’t depend
on any particular organizational structure. Even a matrix structure
poses no significant problems, if the people providing input
are familiar with each other’s work habits.
However, the validity of feedback depends largely on whether
people have observed each other closely enough and long enough
to have valid opinions. These conditions are usually met if
a work unit has been together for at least six months. If new
people have joined the team, it may be preferable to ask only
the veteran members to give feedback.
Issues can arise when organizations are downsizing or restructuring.
People who are laid off may be rich sources of feedback, but
they may be too upset to give objective feedback. After leaving,
they’re no longer available to contribute their opinions.
Those who remain are justifiably concerned about their own
job security; they may worry that feedback data could be used
to decide future layoffs. As expected, most people in this
environment find it difficult to be objective when evaluating
another person’s work.
If managers know what’s coming, an excellent opportunity
for feedback exists before reorganization. Long-term relationships
are a rich source of information about work habits. If people
trust that the data won’t be used to select people for
layoffs, participants can gain insights from their feedback
that will help them plan for success in their next position.
After reorganization, people often find themselves in new
work relationships. Even if they’re happy about their
new situations, they may not have observed each other long
enough to give valid feedback. Six to nine months after reorganization,
units will have had time to develop relationships and notice
new patterns. Administering 360 feedback at this stage can
provide a valuable benchmark for team development.
Organizations that use part-time workers for shift crews may
find that 360-degree feedback sometimes doesn’t work
very well. Because the personnel mix can change each day, a
person may work with different people over time. A person may
have more than one manager. In this environment, goals, accountability
and work relationships are hard to define. Variable work crews
are inherently unstable. On the other hand, 360-degree feedback
may be the most effective means for assessing competence. If
people are allowed to help managers decide who the best feedback
givers are, and if the details of the assessment process are
given to them several weeks in advance, the process can be
successful.
How stable is your organization? In the past several months,
have there been changes in:
• Individual responsibilities?
• Work processes?
• Coworker and manager relationships?
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
5. Will
an existing performance review program help people accept 360-degree
feedback?
Not always. The introduction of 360-degree feedback is sometimes
perceived as a major change, even when formal performance evaluation
has been practiced for years. Unlike traditional appraisal,
coworkers may be rating each other, and managers may be on
the receiving end of feedback from direct reports for the first
time.
People commonly feel nervous when they’re about to receive
feedback of any kind. Multi-source feedback is usually perceived
as more credible than single-source feedback. It's like holding
up several mirrors to a person's workplace behavior. The information
is so detailed and objective that it’s hard to deny.
People inevitably discover they need to make changes in the
way they operate. So, even if people are used to receiving
feedback and believe that 360 feedback will benefit them, they
may feel somewhat anxious about the information they’re
about to receive.
Familiarity with periodic, formal feedback can be helpful.
While 360-degree feedback may be new to some people, they’re
not likely to worry excessively or resist the process if they’re
already used to some form of feedback. Ideally, leaders and
employees are familiar with basic communication skills, such
as giving and receiving verbal feedback.
Resistance is common when no formal feedback mechanisms of
any kind are in place. For example, many small businesses and
nonprofit organizations haven’t yet adopted a formal
performance evaluation system. But even in larger organizations,
the culture may not require people to confront each other about
performance issues. People in these environments may consider
the process of giving feedback to each other strange, uncomfortable,
unnecessary or maybe even disruptive.
Also, if past experience with performance appraisal has been
negative, people may associate 360-degree feedback with the
dread, resentment or cynicism caused by the old system. Many
authorities, including Edwards Deming, discredit the traditional
appraisal process. Indeed, this method is rarely effective.
If your organization doesn't have an established, formal system
of performance appraisal, it's not necessary to create one.
A more effective first step would be to provide training in
verbal and written feedback skills, which enhance the power
of 360-degree feedback.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
6. Can
an organization that has no HRD program use 360-degree feedback
effectively?
Multi-source feedback is primarily a developmental diagnostic
instrument. Its purpose is to identify competency strengths
and areas for improvement. The impact of the 360-degree feedback
process is frequently so motivating that the people receiving
feedback often begin changing specific behaviors immediately.
• Does the organization have programs for training
or development?
• Do people regularly set professional development goals?
• Are supervisors effective performance coaches?
• Is 360 feedback viewed as a preliminary step to training and development?
If an organization hasn’t invested time and resources
for employee development in the past, it may not be sure how
to use 360 as a developmental tool. If an organization fails
to follow 360-degree feedback with analysis, planning, developmental
activities, coaching and resources, the investment in feedback
may be largely wasted. Most participants will conclude that
it was a futile exercise.
Employees need to understand their strengths and potential
areas for self-development. 360-degree feedback is an unparalleled
way of holding a mirror up to their behavior. Following that,
managers need to follow through with goal-setting, individual
development planning and support for development activities,
including time and resources. Before implementing 360, consider
whether they need refresher training in effective coaching
techniques.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
7.
How comfortable do people need to be with 360-degree feedback?
Even though 360-degree feedback has been in general use for
decades, some people may see it as something new. They may
have heard about it, but they may not understand how it works.
Their reluctance could undermine acceptance and successful
use of 360 feedback.
People need facts. Before involving them in 360-degree feedback,
it’s a good idea to give information about what it is,
how the process works, what the benefits are, how the data
will be handled, and how they’ll be involved. As a rule,
the more that managers and staff are involved in gathering
information, offering input and making decisions, the more
they’ll welcome the feedback.
People are often anxious about discovering what others really
think and feel about their work. This is especially true of
managers who have never had feedback from direct reports. They
may be used to feedback being directed from the top down to
subordinates. This may be the first time they’ve received
evaluations from employees.
Also, people may be concerned about how much information upper-level
managers will see and what they’ll do with it. Will there
be negative repercussions for low scores? Will they really
get a chance to improve themselves? If any of the data is negative,
will it affect their jobs? Will it put in jeopardy such things
as bonuses, pay increases, promotions or assignments?
360 feedback should be introduced in a thoughtful, deliberate
way, beginning with pilot groups, so that lessons learned can
be shared and the system modified to meet everyone’s
needs. It’s probably a good idea to seek the help of
an experienced consultant the first time around. Also, be sure
to:
• Make enough factual information available
• Explain the benefits of 360-degree feedback
• Encourage managers who have already used 360 feedback to express their
support
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
8. How
can you build support for 360-degree feedback?
There’s more to introducing a 360-degree feedback program
than installing some software and leading a few workshops.
If conditions aren’t right, the process may not be accepted
or supported. People with influence may resist the new technology.
Even if current performance appraisal practices aren’t
working well, some managers may be reluctant to adopt new methods.
Have people’s concerns been dealt with? Are they prepared
to accept credible, realistic feedback? Does the organization
know how to manage the process? Is it willing to help participants
use the feedback for individual development?
You may find it helpful to evaluate seven areas of your organization's
culture before taking steps to implement 360-degree feedback:
1. Climate of trust
2. Organizational stability
3. Feedback practices
4. Development practices
5. Awareness and acceptance of 360 feedback
6. Availability of computers
The first experience of 360-degree feedback can by itself
dramatically improve the climate of interest and acceptance
for future feedback projects. Participants typically acknowledge
the validity and value of the feedback; and the data bring
priorities into focus and spark motivation for self-development.
The following actions tend to build support for 360-degree
feedback:
• Provide information
• Focus on the benefits
• Conduct a successful pilot
• Use for developmental purposes only
• Plan for follow-up developmental support
• Involve participants in resolving issues and setting parameters
• Use an experienced consultant to learn the process
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
9.
What’s
the most effective way to introduce 360-degree feedback?
360-degree feedback is a powerful technology, and people
want to know more about it. Depending on the degree of acceptance,
managers can do a lot to integrate the new technology into
the organizational culture.
Conduct information briefings. Meetings may
be held to explain what 360 feedback is, its benefits and best
uses. Discuss issues and ask people for input. Identify an
influential advocate; it helps to have the support of someone
who understands 360 feedback and is willing to recommend actions
that will build support, facilitate decisions and prepare the
organization to use the system successfully.
Resolve issues. Organizations need to gauge
how ready employees are for 360-degree feedback and try to
foster acceptance. Because 360 feedback is a powerful developmental
diagnostic, it can be used in many areas of human resource
development and personnel management. This flexibility raises
questions about how the system will be used and how it will
affect people.
Analyze 360-degree feedback options. There
are dozens of 360 feedback systems, each with different capabilities,
so finding the right program is never easy. Most organizations
find that a committee of representatives creates the desired
consensus and support.
Use a consultant. Depending on the level
of familiarity, the assistance of someone with experience before,
during or after assessment can make initial projects successful.
Customize the survey. Nearly all organizations
want customized surveys. Using all the items of a standard
survey can overwhelm respondents, and because every organization
is different, standard surveys usually don’t do a good
job of describing local parameters of performance.
Begin with a pilot project. 360-degree feedback
can benefit all employees, but most organizations don't make
it available to everyone right away. They start with small
groups to learn the process and get the most value from the
experience.
Start at the top. It helps to have support
from the executive group. Therefore, most organizations include
executives, a traditional focus for 360 feedback, in one of
the pilot groups.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
10.
What can an organization do to avoid problems with 360-degree
feedback?
360-degree feedback is powerful because it makes it easy to
gather and report credible feedback about important issues
that are otherwise hard to quantify. Like any powerful tool,
it needs to be used with care in order to derive all the benefits.
Here are seven recommendations for avoiding problems.
1. Learn about the technology before you invest in it. 360
feedback is changing as rapidly as hardware and software
systems are changing. Much is possible now that wasn’t
dreamed of a decade ago. Innovations in 360-degree systems
such as 20/20 Insight GOLD have made feedback easier, more
accessible, more affordable, more flexible and more versatile
than ever. Not all 360 feedback publishers are innovating
at the same pace or in the same direction. This creates a
challenge for the prospective user who is learning about
feedback options. However, a thorough, up-to-date review
of what’s available now will ensure that you get the
maximum capability for the least investment.
2. Make sure your organization is prepared for 360-degree
feedback. Readiness can be improved by addressing the following
areas:
• The climate of trust
• Organizational stability
• Feedback practices
• Development practices
• Awareness and acceptance of 360 feedback
• Availability of computers
3. Use well-researched, well-constructed survey items. A
360-degree assessment is only as effective as the items that
make up the survey. The best surveys are carefully constructed
and locally validated. This challenge is made easy by
customizable survey platforms such as 20/20 Insight GOLD.
4. Protect confidentiality. People are willing to give honest
feedback if they believe that doing so will benefit them
and the people receiving it. You should establish policies
and procedures that keep ratings anonymous and give supervisors
only the summary data they need to help direct reports improve
performance—and no more.
5. Use skilled facilitators. When people receive 360-degree
feedback the first time, they often need help sorting through,
accepting, understanding and making use of the information.
People who have experience making this process successful
should lead these meetings.
6. Follow up. Don't make the mistake of thinking that 360
feedback alone will improve performance. It can focus on
priority development needs and produce strong motivation
to change in many people; but individual development planning,
coaching and empowerment of developmental activities are
essential.
7. Separate developmental feedback from personnel and compensation
decisions. 360 is best used for measuring the hard-to-quantify
aspects of work, such as interpersonal skills. Reward systems
are expensive, so they’re best applied to reinforce
desired results. It's a mistake to apply rewards to the work
processes rather than work outcomes. Follow developmental
feedback with developmental initiatives, not rewards.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
11.
What are the ideal purpose and goals of 360-degree feedback?
Using 360-degree feedback without a purpose is usually an
exercise in futility. Sometimes organizations try 360 feedback
because "it's hot." They administer it to a small
group, usually upper-level managers—and to no one else.
Without a well-defined plan, participants won’t know
why they’re getting the feedback, and very likely there’ll
be no system for identifying and achieving developmental goals.
The process will not have a clear relationship with other performance
measurement systems, and the experience will be perceived as
one of those "touchie-feelie" self-awareness workshops
that must be endured to keep HR happy.
That's the best case. In the worst case, the information is
misused. The wrong people see the feedback for the wrong reasons
and unwittingly do inappropriate things with it. Confidentiality
is violated, and there are hard feelings. The tool is blamed
for the unwanted consequences, and cautious interest is replaced
by suspicion, fear and regret. Future 360 projects are strongly
opposed.
During the past ten years, nearly every Fortune 1000 company
has experimented with some form of 360-degree feedback. Some
have sent managers to executive development programs where
360 feedback was a part of the learning process. Many brought
360 into their organization, where they typically begin by
experimenting with a few small groups. These pilot projects
can be used to learn how to use 360 feedback successfully.
The most common applications are:
• Performance improvement validation
• Leadership skills development
• Team interaction skills development
• Teambuilding
• Needs assessment
• Training evaluation
• Customer satisfaction surveys
• Organization surveys
• Performance management
Multi-source feedback isn’t the best tool for measuring
every aspect of performance. In any job, workplace performance
has three components: (1) technical or business-related (related
to the specific business), (2) resource management, and (3)
interpersonal (how people work with each other). All three
areas are equally important to business success.
While technical behaviors vary from business to business,
they are nearly always easy to quantify and measure. This means
that observing and recording performance data is the best method
of assessment—not getting the opinions of people via
360 feedback.
Behaviors related to resource management are fairly standard
across industries, and they can almost always be measured objectively.
Even when a managerial task is a cognitive one, which means
that it can’t be observed directly, the results of that
behavior can usually be identified and measured.
On the other hand, interpersonal behaviors (e.g., leadership,
team interaction, communication, sales, service, negotiation
and instruction) aren’t easily quantified or measured.
The best way to get objective data about this aspect of performance
is 360-degree feedback.
How your organization decides to use 360 feedback will help
you determine what kind of system to obtain. Some can be used
only for leaders or teams. Many surveys are not easily customized,
and some cannot be customized at all. Only systems that use
a customizable survey platform—such as 20/20 Insight
GOLD—can be modified for locally validated surveys. Some
360 services are so expensive that it may not be practical
to use them for anything but executive development.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
12.
Who needs to be involved when planning a 360-degree feedback
project?
The key to introducing 360-degree feedback successfully is
to involve the stakeholders. Their participation may include
information briefings, demonstrations, surveys, focus groups
and project teams. No two organizations are alike, and they
all take a different approach to implementing 360. Stakeholders
can point the way to solutions appropriate for your organization.
Managers. They probably have a lot of practical
wisdom. They are candidates for receiving 360 feedback, and
they may have to function in their role as performance coach
to direct reports who receive feedback. What information or
refresher training do they need? What summary data from the
feedback reports do they need to function as coaches?
Administrator. Someone will oversee the assessment
process, brief participants, collect and process data, print
and distribute reports, and coordinate follow-up developmental
activities. What actions will be a part of the process in your
organization? Are administrators familiar with the administration
software?
Facilitator. If group orientation and interpretation
meetings are held, you will need skilled group process leaders.
Do you have experienced facilitators on staff?
Participants. While it may be impossible
to involve all feedback recipients and respondents, representatives
can be asked to help get the program underway.
Consultants. Depending on the level of familiarity,
the assistance of someone with experience before, during or
after assessment can make the first projects successful. This
person's advice and facilitation at key points can prevent
painful "reinventing the wheel" experiences.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
13.
What motivates people to give honest, objective feedback?
Feedback doesn't have much value if people don't "tell
it like it is." But for a variety of reasons, employees
may be reluctant to give realistic feedback. They may not want
to hurt a person's feelings. They may not know the best way
to phrase constructive feedback. They may fear that someone
is monitoring their evaluation and will censure them for it
later. They may believe that their input will be used to make
important compensation or personnel decisions, tempting them
to give ratings to help or hinder a person's career.
However, most people do give honest, objective feedback—for
a variety of reasons.
Desire to change the other person's behavior patterns. The
most powerful reason to tell people the truth about their behavior is to get them to stop doing something that’s
causing problems in the workplace and replace the offending
behavior with actions that are more supportive, productive
or fulfilling.
Anonymity. Honest ratings and comments are needed for valid
feedback; nothing of value comes from knowing who gave them.
The key is to assure respondents that their ratings and comments
will never be attributed to them. It also helps to use a system
like 20/20 Insight GOLD, which is designed to support confidentiality
and anonymity.
Confidentiality. Supervisors may receive abbreviated summary
data to help them perform their coaching role,
but if people know that only the feedback recipient will see
their ratings and comments, they’re more likely to be
honest. Also, it’s important to avoid using 360-degree
feedback for compensation or personnel decisions.
Team goals and incentives. If people in a work group are striving
to reach a shared goal or achieve a common reward, they’ll
be highly motivated to correct the work patterns of a coworker
who isn’t fulfilling his or her team role.
High-performing team culture. Teams that have ambitious goals
and strong work values expect a lot from each other. When certain
members aren't pulling their weight, coworkers won't hesitate
to address the issue.
Experience in effective feedback skills. People who know how
to communicate feedback effectively are less anxious about
doing so. While people are not born with these skills, they’re
not complicated and can be learned in training. If reinforced
in the workplace, a person will be comfortable giving feedback
in any situation.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
14.
What role will managers play in the feedback process?
When managers function as a performance coach, they can expect
to be involved in:
• Helping analyze 360 feedback
• Making suggestions during individual development planning
• Giving information about developmental resources
• Being a role model for correct performance
• Sharing experiences, lessons learned and tips
• Reminding people of goals, plans and commitments
• Expressing interest in results of developmental activities
• Observing performance
• Giving constructive feedback about performance
• Discussing and analyzing developmental experiences
• Listening actively to the learner
• Expressing confidence and encouragement
If managers are expected to be performance coaches, they’ll
need information about employee performance. When people in
authority have access to this kind of information, most employees
assume that it becomes a part of their thinking on a variety
of issues, including performance management and compensation.
In general, when people believe that performance data will
be used to make decisions about job or pay, it becomes almost
impossible for them to give objective ratings and comments
about performance.
To resolve this issue, some organizations make the developmental
process strictly self-directed. Employees consult with bosses
voluntarily and decide which information to share.
Other organizations make the supervisor consultation mandatory,
but only the individual's development plan, not the feedback
report, is the common reference.
Another technique is to limit the boss's information to summary
reports, such as category scores or group averages. These are
typically only one or two pages long and contain no item scores
or comments.
Copyright © 2006 Performance Support
Systems, Inc. All rights reserved.
