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Senior Manager, HR Eastern Bank Ltd
• Understanding Performance Management • Clear understanding of Job Description • Setting SMART objectives • Key Performance Indicator • Designing Performance Appraisal process • Competency framework • Creating feedback culture • Performance log • Rating people • Giving effective feedback • Learning & development appraisal • 360° Feedback • Performance improvement plan • Linking pay with performance • Praise & criticism, acknowledging people’s contribution
Outcome from the programme:
By the end of the workshop we will be able to: • Understand and implement the principles of performance management and be able to apply in your workplace •Understand and implement performance appraisal process and forms •Introduce performance based pay & bonus system •Conduct a Performance & Development Discussion and be able to demonstrate the key elements in a good Personal Development Plan (PDD)
But, first thing’s first…
Today is all about
Definition & Scope
– – – – –
continuous process of tracking and measuring performance (flexible objectives & regular feedback) against agreed targets and identifying opportunities for improvement
definition …… cont’d
Performance Management is
– – – – – – –
a set of policies to achieving a shared vision of the purpose and aims of the organization helping each individual employees to understand and recognize their contribution to those aims and manage & enhance performance of the organization
Will help you :
- know what you are aiming for (objectives) - know what you have to do to achieve those objectives - know how to measure progress towards the objectives - detect performance management problems and remedy them
Practical Application …..
What practical steps should a manager take to manage performance:
-when new to a job? -with new staff? - as an ongoing process?
The list of tasks, duties, and responsibilities of a job.
Task: A distinct work activity carried out for a distinct purpose.
Duty: a duty is a number of tasks. Responsibility: an obligation to perform certain tasks.
Job Description………. Developing clear and effective job descriptions are the first step of good Performance Management system. Well written job descriptions provide a framework so the applicants and new employees understand the expectations for the position.
Selection Process Select appropriate people with an appropriate selection process. People have different skills and interests. Jobs have different requirements. Selection is the process of matching the skills and interests of a person to the requirements of a job. Finding a good job "fit" is exceptionally important.
L&D Provide effective orientation, education, and training. Before a person can do the best job, he or she must have the information necessary to perform. This includes job-related, position-related, and company-related information; an excellent understanding of product and process use and requirements; and complete knowledge about customer needs and requirements.
Coaching Provide on-going coaching and feedback. People need ongoing, consistent feedback that addresses both their strengths and the weaker areas of their performance. Effective feedback focuses more intensely on helping people build on their strengths. Feedback is a two-way process that encourages the employee to seek help. Feedback is usually more effective when requested. Create a work environment in which people feel comfortable asking, "How do you think I’m doing?"
PDD Conduct quarterly performance development discussions. If supervisors are giving employees frequent feedback and coaching, performance reviews can change from negative, evaluative, one-sided presentations to positive, planning meetings. Held quarterly, employees always know how they are performing and their next goals and challenges.
Reward Design effective compensation and recognition systems that reward people for their contributions. The power of an effective compensation system is frequently overlooked. I think this is a mistake. It is often not so much about the money as it is about the message any reward or recognition sends to an individual about their value.
Career Provide promotional / career development opportunities for staff. The supervisor plays a key role in helping staff develop their potential. Growth goals, changing and challenging job assignments and responsibilities, and cross-training contribute to the development of a more effective staff member. Help to create an environment in which people feel comfortable to experiment and make mistakes.
Exit Interview Assist with exit interviews to understand WHY valued employees leave the organization. When a valued person leaves the company, it is necessary to understand why the person is leaving. This feedback will help the company improve its work environment for people. An improved work environment for people results in the retention of valued staff. If your environment truly encourages discussion and feedback, you will learn nothing new in an exit interview.
And most importantly with all this, there should be a proper Performance Evaluation system in place. The method of evaluating an employee's performance which involves tracking, evaluating and giving feedback on actual performance based on key behaviors/competencies established in the goals that support the achievement of the overall organizational mission. And this evaluation is done through a tool that is called Performance Appraisal
Purposes of Performance Appraisal
Review past performance & give feedback Define expectations, directions and objectives to improve performance
Assess & support training & development needs (learning, job/career change)
Pay, promotion, and other personnel decisions Co-ordinate staff's job content with their own and the objectives of the Section/Department/Division/Organization etc.
Staff appraisal is a continuous process requiring feedback between Reporting Officer and Jobholder. Jobholders must see the whole completed appraisal form. Performance is appraised against effectiveness in the whole job described in the Forward Job Description(FJD) and as reviewed throughout the appraisal period. Jobholders' skills and knowledge are assessed against uniform standards. RO’s should beware of over-marking or under marking. (Ask yourself if the performance is acceptable (and, if not, by how much?) Full, fair, evidence based and timely appraisals are a sign of a good manager. All staff must be appraised at least once a year.
Step 3 Overall assessment Assessment by JH & RO PDD (including PDP, Objectives for the next year, training needs) RO writes Report QC by CO Back to JH Step 1 Performance Agreement FJD Objectives MTR date Feedback Copy to CO
Step 2 MTR PDD and review of the PDP Discuss the achievement log
Consider the Bank’s/Division’s/Department objectives and your contribution to them. The business objectives should cover the key deliverables you have to achieve during the appraisal period. Business objective Key Performance Indicator Jobholder self appraisal Line Manager comment Rating (1-6) 1 2 3 4 5 6
Personal Development Objectives
To be completed after discussion between the line manager and the appraisee at the beginning of each appraisal year. Personal Development Objectives should be helping you to achieving the org’s objectives. At the time of Mid Term Review (MTR), or Performance Development Discussions (PDD), Line Manager should discuss with job holder and their peers about impact of your development objective on your performance
Personal Development Objective Action Plan Deadline / Evaluation Date Line Manager comment Rating (1-6) 1 2 3 4 5 6
Include a Management Objective if responsible for managing staff and other resources. Line Manager should collect feedback from peers / subordinates on individual’s effectiveness of management capacity Number of staff managed by Resources responsible for Jobholder self appraisal Feedback collected by LM Line Manager comment Rating (1-6) 1 2 3 4 5 6
Line Manager’s Signature Name (in BLOCK letters) Date
Job Holder’s Signature
Name (in BLOCK letters)
Counter Signing Officer’s Signature
Name (in BLOCK letters)
Mid-Term Performance & Development Review (MTR)
Line Manager should take feedback from Job Holder’s peers/subordinates and key internal and external customers/stakeholders. Then make an assessment of the Jobholder as a manager and service provider:
Line Manager should record MTR discussion, which should include a review of progress against business objectives and discussion of subordinate/stakeholder feedback and an evaluation of any development activities. Any areas of disagreement should also be recorded here:
Performance Evaluation & Development Discussion
Customer Service Sales & Cross Selling Learning & Development Problem Solving Decision Making Operational Efficiency Personal Effectiveness Team Work Communication Time Management
Overall Performance Rating:
Business Objectives: Personal Development Objectives: Management Objective: Other Competencies: Total: 60% 5% 5% 30% 100%
S M A R T Objectives
Specific: so the employee knows exactly what is expected of her/him
Measurable: so the employee knows when the quality/standard is achieved Agreed: Realistic: at the beginning but also regularly reviewed and renewed. doable within reason, while challenging and demanding
Time related: Identify deadlines / timescale
Objectives for good objectives
Linked to business priorities Linked to results, not activities Challenging - but attainable Matching experience and capability Updated Number of objectives Compatible upwards/downwards/sideways Wording: Simple & clear - avoid the "weasel words"
Weasel words Beware words like those listed below, even though they may look attractive and "managerial". Liaise. Minimum. Satisfy. Maximum. Increase. Allowable. Decrease. Highest. Optimise. Lowest. Communicate. Desirable. Relationships. Reasonable. Approximate. Appropriate. Adequate. Justifiable.
Their main fault is that they are not sufficiently precise - they may indicate a direction, but do not define how far (unless further quantified with specific performance indicators).
Now one objective culled from real life:
"Visit reports to be regularly submitted" What is "regularly"? Once per year is "regular", but probably not what the manager had in mind! What constitutes an acceptable "visit report"? One could argue that both parties would have a common understanding of that in a real situation - but unless quality standards are explicitly and clearly defined, maybe in another document, there is always a perfect excuse for the job-holder to "escape".
Write a SMART objective for a famous person
more on Objectives ……
Business Objectives should fully reflect the key tasks you must deliver to do your job as specified in the Performance Agreement Personal Development Objectives should directly based on to helping you to achieve the team / org objectives.
Sample Management Objective Carry out my line management responsibilities in accordance with our HR standard; developing staff skills (including through coaching), giving feedback and encouraging equal opportunities for all. Submit appraisals offering constructive and considered feedback, with supporting evidence, before the end of the appraisal cycle.
example: L&D objectives
Use on-line 360° tool to seek feedback from staff, peers and customers on demonstration of the core competences in order to identify areas for personal development Improving spreadsheet analysis software user level proficiency from average to advanced user within 3 months time.
A set of quantifiable measures that a company or industry uses to gauge or compare performance in terms of meeting their strategic and operational goals. KPIs vary between companies and industries, depending on their priorities or performance criteria.
What is Competency? a cluster of related knowledge, attitudes, skills and other personal characteristics that Affects a major part of one’s job Correlates with performance on the job Can be measured against well-accepted standards Can be improved via training and development
What is Competency?
Competencies are the measurable knowledge, skills, behaviours, and attitudes that enable high performance, lead to improved business results, and contribute to success -- taken together, these characteristics serve to differentiate individuals in terms of their performance within the organization.
What is Competency?
Competencies should not be rewarded without results. For example, an organization should not give an employee a raise just because he/she learned a foreign language; the employee should be rewarded only if the new language skills are applied and result in increased sales, lower costs, improved customer satisfaction, or otherwise benefit the organization.
Competency Framework (applicable for staff at Officer to SEO level)
Competency Below expectations 6 Customer Service 5 Benchmark behaviour 3-4 Is customer focused and demonstrates a ‘can do’ and flexible attitude which builds credibility and trust in the eyes of the customer; takes initiative to satisfy the customer; able to build good customer relationships Demonstrates energy and commitment in pursuit of cross-sales, referrals or closure of deals; proactively identifies customers’ short and long term needs and matches products to them; understands products and services in own area Above expectations 2 1
(refers to internal and external customer)
Does not consistently achieve service level standards; shows little motivation to exceed customer expectations or build long term relationships with them; does not take ownership of customer issues Demonstrates little motivation to pursue sales opportunities (cross-sales, referrals or closure of deals); does not ask appropriate questions of the customer to match products to identified customer needs; lacks good understanding / knowledge about products and services in own area
Consistently uses customer knowledge to ‘make a difference’ to the customer i.e. deliver excellence in service; builds good long term relationships with customers which inspires others to value the customer
Sales & cross-selling
(to achieve individual & team target)
Is self-motivated to exceed targets for cross-sales, referrals or closure of deals; demonstrates understanding/ knowledge about a range of products outside own area; actively promotes the CBL brand
1 - An area of exceptional strength 2 - Very strong in this competence 3 - Good, meets the competence standard satisfactorily 4 - Room for Improvement 5 - Substantial improvement needed 6 - Unacceptable
Overall performance rating
Describe here the Jobholder's success in carrying out the responsibilities of the job.
Including illustrative examples of the Jobholder's performance, taking into account the whole appraisal period, overall effectiveness in the job and achievement of objectives.
Objectives need not cover all areas of the job, and failure to achieve them may sometimes be beyond the Jobholder's control.
Overall performance rating
Definitions of rating 1 = Outstanding; outstanding achievement throughout appraisal period in all areas or has exceeded 110% and above of his target in all of his/her key result areas 2 = Very Good; better than ‘good’ in most key result areas and does not have any non-achieved target and has exceeded 105% - 110% of his target in all of KRA 3 = Good; met main requirements of job satisfactorily or has achieved 100% 105% of his/her target in all of his key result areas 4 = Acceptable; met main requirements of job satisfactorily or has achieved 90% 99% of his target in all of his key result areas 5 = Improvement needed; met some requirements of job, but some areas for improvement identified or achieved 60% - 70% of his/her target. 6 = Unacceptable; weak performance, did not meet main requirements of the job.
Reporting Officer’s Comments
•RO should consult the CO and other key stakeholders •Performance rating must be accompanied by commentary quoting specific examples from performance •RO should ensure they consider evidence for all the competence
Remember to avoid:
- tendency to overrate a favoured team member, or one who had a prior good rating
- tendency to rate a team member lower than circumstances warrant
- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance
Cookie Cutter Effect
- not focusing on individual specific performance and rating all your job holders, or groups of job holders the same
Counter Signing Officer’s Comments
Under the Countersigning Officer’s Assessment, the CO provides additional comments on JH’s performance from their perspective. It is also the responsibility of the CO to quality control the appraisal. They should, therefore, read the entire appraisal carefully and check that all sections of the form have been completed fully and comply with good appraisal practice. If there is disagreement between the RO and the CO on the Overall Performance Rating, the RO must justify his/her rating to the CO using performance evidence. If the CO does not consider that the RO’s rating is justified, they may change it and should record this on the form.
As an appraiser, we need to understand how we should handle difficult behaviour from those we are appraising, particularly: Silence Avoiding sticking to a discussion of their own performance Boredom Defensiveness Tears Rudeness
Ask open questions Closed questions prompt a ‘yes or no’ answer. - start with what, why, how, where, when and who Closed questions are essential to nail down particular facts or to confirm agreement. But open questions are the main method for encouraging appraisees to talk, particularly those who are Silent. Don’t butt in. Good appraisers ask questions and then bite their tongues! And they avoid answering their own questions Give them time to talk. A little bit of silence will often produce an answer, particularly if it is accompanied by an encouraging facial expression
Pin them to the performance It is essential to have thoroughly prepared sufficient detailed information about a Non-stick’s performance to prevent him from wriggling free. You must be able to define precisely the behaviour you want the person to change or improve Focus on the future. Once again, there is no point in looking back at the past unless it is to decide what it teaches us about how to behave in the future. Get them to agree a target. You need much more than a vague promise to do better. And don’t impose a target, Agree one
Stick to the evidence Appraisal should be about performance, not personalities. It is always easier to get agreement to future plans, targets and objectives when they are based on hard evidence of past performance Create an informal set-up. Appraisal shouldn’t be a casual chat. The setting makes a major contribution to the atmosphere. Take whatever steps are needed to prevent interruptions
No surprises Appraisal is a review of what has happened during the year. This should not involve any secret concerns that you have been saving up for the occasion Start with something good. It is particularly important to get the discussion off to a positive start with those who, like Weepy, are likely to be nervous of the appraisal Be sympathetic, but stick to your guns.
Control the agenda Have a clear structure for the discussion, explain and agree it with the appraisee at the beginning of the discussion and refer to it as you go through, so that both of you know where you are Stay cool and reassuring. It takes two to tango. A good tactic to defuse anger is to acknowledge this by saying something like ‘I can see you are upset about this’. Focus on facts. Facts defuse emotion
How the appraisee should be prepared?
Prepare information about the PAST Check last year’s review. List positive achievements. It is very important to make sure that appraisal discussions are not simply, or even mostly, about things that haven’t gone well Discuss ways of righting wrongs. The important thing about mistakes is to use them as an opportunity for learning. That takes preparation
Prepare about the PRESENT Be honest about your weaknesses. Appraisal is (or should be!) about helping us to do our job better and more easily. Emphasise on strengths. It is depressing, unhelpful and unrealistic to spend the appraisal discussion going through a sackcloth and ashes routine. Identifying what we are good at and asking the boss to help us use our strengths to better effect Discuss current issues, if any.
Prepare ideas about the FUTURE Improving our qualifications. Widening our experience. Planning the long term. It is all too easy at work for the urgent, short-term tasks to displace important, long-term activities. Appraisal discussions are an opportunity to step back and look to the future Finally… don’t forget to confirm action points and fix review dates.
The appraiser’s preparation checklist
The last appraisal. Has the appraisee got a copy? What criteria you assess the appraisee’s performance against. The appraisee’s work over the appraisal period (not just last week). – What has gone well? & What has gone less well? Why? Strengths and weaknesses. What is your evidence? Any significant changes in the appraisee’s job. Any factor’s which made the appraisee’s job harder. Possible further training and development needs. What you particularly want the appraisee to achieve in the next appraisal period Arrangements for the discussion ( privacy: appropriate venue; adequate
time; paperwork; sufficient notice for the appraisee to prepare)
The Performance Pay
Performance Pay is a comprehensive system that aligns staff appraisal and compensation with the strategic goals of the organization.
As companies try to remain competitive and control costs, performancebased pay systems are becoming increasingly popular.
Performance pay attempts to link compensation to performance
Reasons to utilize a performance-based system include:
to retain top performers, to align labor costs with productivity, and to reinforce company objectives.
x y z 1x
1=XC 2=yc 3 = zc
1xc 2yc 3zc
DMD SEVP EVP SVP VP SAVP FAVP AVP SPO PO SO Off Sup Off
1 1 1 2 2 3 2 3 5 5 7 15 0
0 1 2 4 2 5 4 7 9 15 25 45 1
0 1 3 2 5 10 11 19 25 75 95 125 3
16 15 14 13 12 11 10 9 8 7 6 5 4
15 14 13 12 11 10 9 8 7 6 5 4 3
14 13 12 11 10 9 8 7 6 5 4 3 2
16 15 14 26 24 33 20 27 40 35 42 75 0
0 14 26 48 22 50 36 56 63 90 125 180 3
0 13 36 22 50 90 88 133 150 375 380 375 6
16000 15000 14000 13000 12000 11000 10000 9000 8000 7000 6000 5000 4000
15000 14000 13000 12000 11000 10000 9000 8000 7000 6000 5000 4000 3000
14000 13000 12000 11000 10000 9000 8000 7000 6000 5000 4000 3000 2000
16000 15000 14000 26000 24000 33000 20000 27000 40000 35000 42000 75000 0
0 14000 26000 48000 22000 50000 36000 56000 63000 90000 12500 0 18000 0 3000
0 13000 36000 22000 50000 90000 88000 13300 0 15000 0 37500 0 38000 0 37500 0 6000
Performance Improvement Procedure
Performance Improvement Procedure
A Jobholder who is under-performing requires careful and sensitive management. The LM must be open and honest with him/her in identifying weaknesses and should deal with any shortcomings as they become apparent – do not wait until a formal appraisal is due. Problems dealt with under this category include: poor standard of work; poor attendance; poor attitude; inability to maintain satisfactory working relationships; persistent carelessness; persistent negligence; and incompetence
Issues to consider:
Underlying health problem Personal/domestic worries Lack of experience - new work - change of duties Change in reporting chain Deterioration gradual/sudden Some bits good, some not Some times good, some not Adequate training?
Rating 5 - Improvement Needed An overall performance rating of “Improvement needed” is a poor performance mark. It is however, a early warning that performance in some areas is not up to scratch. It is designed to enable the Jobholder and Line Manager to identify weaker areas at an early stage and to tackle them through coaching and training and poor performance procedures should be followed.
Stage 1: Warning and first monitoring period The LM should hold an interview with the job holder in the presence of an HR representative and if possible the CO also. The JH should be provided examples of under-performance and say specifically what need to change Ask the JH if any support or training is required Agree a monitoring period (maximum 45 days) with the JH Record the outcomes of the meeting duly signed by the JH and LM At the end of the monitoring period sit for another interview with the JH
If the performance of the JH improves to the required standard his rating should be changed to ‘Acceptable’ level If the performance of the JH doesn’t improve to the required standard LM should proceed to PIP Stage 2
Stage 2: Final Warning and final monitoring period LM holds another interview with the JH in the presence of the people attended the stage 1 interviews. Explains the importance of the interview and consequences if the JH again fails to meet the performance standard. Agree final monitoring period (maximum 45 days) Record the outcomes of the meeting duly signed by the JH and LM At the end of the final monitoring period sit for last PIP interview with the JH
If the performance of the JH improves to the required standard his rating should be changed to ‘Acceptable’ level
If the performance of the JH doesn’t improve to the required standard LM should forward the whole thing to HRD to proceed to dismissal or downgrading process as appropriate.
Rating 6 – Unacceptable An “Unacceptable” rating means the individual has failed to demonstrate his performance in key result areas or got a 6 rating; he/she will be treated as non performer; will exit from the Bank subject to decision by the Management.
Barriers to implementing Performance Management • Lack of inspiration and motivation from senior management. • No clear communications • Inconsistency among management about what to do and how to do it • We already have too much to do – and not enough time to do it
Focusing On The Appraisal Forms Performance appraisal isn't about the forms (although, often managers and HR treat it as such). The ultimate purpose of performance appraisal is to allow employees and managers to improve continuously and to remove barriers to job success. Forms don't make people better. If the focus is getting the forms "done", without thought and effort, the whole process becomes at best a waste of time.
Not Preparing Beforehand Preparing for performance appraisal helps the employee focus on the key issue - performance improvement, and to examine his or her performance in a more objective way. Unfortunately, many employees walk into the appraisal meeting not having thought about the review period, and so are unprepared to present their points of view. Being unprepared means being a reactive participant, or being a passive participant. Employees can prepare by reviewing their work beforehand, identifying any barriers they faced in doing their jobs, and refamiliarizing themselves with their job descriptions, job responsibilities, and any job performance expectations set with the manager.
Defensiveness We tend to take our jobs seriously and personally, making it more difficult to hear others' comments about our work, particularly when they are critical. Even constructive criticism is often hard to hear. If employees enter into the discussion with an attitude of "defending", then it's almost impossible to create the dialogue necessary for performance improvement. That doesn't mean employees can't present their own opinions and perceptions, but it does mean that they should be presented in a calm, factual manner, rather than a defensive, emotional way.
Not Communicating During The Year Employees need to know how they are doing all year round, not just at appraisal time. Generally it is primarily management's responsibility to ensure that there are no surprises at appraisal time. Often managers discuss both positives and negatives of employee performance throughout the year, but this is unfortunately, not a universal practice. It's in the employees interests to open up discussion about performance during the year, even if the manager does not initiate it. The sooner employees know where they are at, and what they need to change (or keep doing), the sooner problems can be fixed.
Not Clarifying Enough Life would be much easier if managers were perfect, but they aren't. Some communicate and explain well. Some don't. Some are aggravating and some not. However, unless employees clarify when they aren't sure about the reasoning or explanations, they won't know what they need to do to improve their future job performance. It's important to leave the appraisal meeting having a good understanding of what's been said. If that's not possible clarification can occur after the meeting, or down the road, if that's more appropriate.
Allowing One-Sidedness Performance appraisals work best when both participants are active, and expressing their positions and ideas. Some employees are uncomfortable doing that, and while managers should be creating a climate where employees are comfortable, some managers aren't good at it. Performance appraisal time is an excellent time for employees to make suggestions about things that could be changed to improve performance, about how to remove barriers to job success, and ways to increase productivity.
1. Do it quickly, face to face, in private 2. Ask and listen 3. Agree the facts 4. Criticise the action not the person 5. Explain why it matters 6. Agree a remedy 7. End on a compliment
1. Be Specific 2. Talk about it 3. No sting in the tail 4. Put it on record 5. Make it public (PIP) 6. Pass praise on 7. Look for opportunities to praise
Evolution of 360°
The Term 360 Degree Coined In 1980’s Teams Inc. registered as a trade mark Till 1993 used for advertising and training materials 1993 Wall Street Journal described it as a Feedback Mechanism Used for development purposes Jack Welch of GE initiated the implementation.
1 Degree Feedback – Feedback By The Superior Alone – Self Appraisal 90 Degree Feedback – Assessment By Colleagues 180 Degree Feedback – Reporting Manager (Immediate Superior) Provide Feedback 270 Degree Feedback – Upward Review/assessment By Subordinates 360 Degree Feedback – Assessment By Entire Circle Of Influence 450 Degree Feedback Cumulative Feedback From The Past Years (Self, Superior And Colleague Assessment)
Does 360 feedback work?
If 360 feedback is to make a difference, it is important to ensure that: The questions asked are short, clear and relevant to the person’s job. Feedback is only given by individuals trained to give it. It can challenge perceptions in three ways: 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 their performance than the recipient thought. The results highlight relationships between aspects of behaviour.
What can people discover about themselves?
360° feedback should not bring any surprises to people. It should help them to understand how their behaviour is perceived by others and confirm the behaviour that is most likely to get results. If implemented appropriately, it can give good information about: the Difference between the way individuals see themselves and how they are perceived by others the 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?) helping to make performance management a more objective and fair process.
Two lines of thought: Use the 360 for
Developmental purposes only. The information is gathered by neutral entity – not the supervisor – and shared only with the employee. Evaluation. The supervisor is involved in designing, gathering information, and in communication with the employee.
Because a good evaluation is about development – if done correctly a 360 is good for both development and evaluation. Because a good evaluation should focus on developing strengths a 360 can be a very good approach because the information gathered is from so many sources.
Why? Benefits of 360°feedback
A more balanced view of individual performance - everyone who interacts with you Powerful - more likely to prompt behaviour change, where required Reveals unique information not captured through day to day interactions Source of reliable feedback for managers - a census, not a sample
Informative - tells you what other people want from you Development focused - a self directed learning tool
Assess 360° readiness Agree purpose of 360° – development vs performance Design / test diagnostic Implement communication strategy Administer 360° Debrief – group and individual Follow-up development and / or performance review
Administration details – overview
• Select your observers (staff, manager, peers) • “Invitations to respond” • Completion of the questionnaire by observers, including self • Inform your raters about 360° feedback - further detail in the questionnaire
itself if necessary development
• Stress that their perspective is valuable for your professional • Ensure they are familiar enough with your performance to score you • Ask them to be candid - all responses are confidential • Give raters feedback - thank them
In multi-source evaluations
Peers and direct reports: will see how things are going
Supervisor: will see what is being done
= The 360° provides a way to integrate the two views
Surveys show employees prefer multi-source feedback to supervisor only feedback
What does a good questionnaire look like?
Questions should be relevant to the recipient's job. If they are not, the recipient will not be motivated to change or understand what 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. Each question should be similar to other the questions used to measure its competency, and be different from all other questions relating to other competencies. Muddled competencies make muddled feedback. Questions should set standards, for example ’Makes decisions‘ is a poor question, because the decisions made could be unclear, late, autocratic, or wrong.
What does a helpful feedback report look like?
are concise and simple to understand - lengthy complex reports just add to people's workload. are visual - they use graphics to make findings stand out, and make it easy to see patterns and explore differences between questions and different respondents. are self-explanatory - they need almost no explanation or interpretation. avoid averages, statistics or factors - they just provide the ratings and written comments people give. Averages hide important information give clear guidance on how the information can be used. Individuals should also be given support to understand and act upon the feedback they receive.
360° Feedback online
Traditionally, 360° feedback was collected using pen and paper questionnaires. The opportunity to do 360° feedback online has done much more than reduce the time and effort required to distribute questionnaires and collate the answers. Questionnaires are now interactive, so that:
Recipients can choose which competencies to receive feedback on. Confidentiality is improved, as questionnaires and reports are password protected. Other benefits of online systems are:
Reports are available online; answers can be collated instantly, so reports are immediately available and up-to-date. Reports can also include comparison with previous feedback. The amount of administration required is much reduced. Demographic information can be collected, and the fact that data is held in a database simplifies analysis and the production of summary reports.
What would you expect of your appraiser?
How many of these are you delivering to your appraisees?
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