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360feedback
management
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profit and effect through team and group reports www.usp-d.com
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360
feedback
AGENDA/KEY POINTS
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PODIUM PARTNERS Uta Stiene Angelika Ehms Carmen Klann Magnesita, Personnel Development Ferrostaal, Personnel Development USP-D, Senior Consultant - 360feedback expert
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360
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LOCALISATION
360feedback
Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is the catalyst of behavioral change.
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360
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special group reports on demand Clusters: regions, functions, positions, groups, competences hypotheses + recommendations
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360
feedback
0% 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 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 10% 20% 30% 40%
360
feedback
Towers Watsons 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
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TRUTH
1. Not the WHERE - the WHAT FOR counts 2. Conducted with care you support a positive feedback culture + enhance commitment. 3. 360 results without context + transfer no positive effect 4. 360 = tool Development + change = processes 5. 360 surveys need a clearly defined purpose. Repeated in reasonable intervals they support change.
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REVIEW
PURPOSE DEFINITION
TRANSFER
MT or HR: Short to long term action plan for change
360FB COMPLETION
DEBRIEFING PHASE
1 cumulated picture for the team: trust + commitment N cumulated pictures for the organization: understanding + growth
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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!
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Ability
Motivation
x Opportunity
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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
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feedback
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
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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?
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Your questions...
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