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Understanding 360 degree

Pavica Barr – Principal Consultant,


appraisal
RightCoutts
RightCoutts
Anthony Owens – Organisational
Development Advisor, Leeds Teaching
Hospital
Charles Jones – Principal Consultant,
RightCoutts
Overview

 Part 1:
 Introduction to 360 degree feedback approach

 Part 2:
 Lessons learned from the practical application (Pilot)

 Part 3:
 Building on the lessons learned - new tool design and
development
RightCoutts Management Consultants

 The world’s leading organisational consulting and career


transition firm
 Recently merged with The Empower Group
 Global and local reach
 Thought leadership – Global professional network
 Extensive experience of 360 degree feedback design and
implementation (High Tech – High Touch)
 Extensive experience of working with the Health Service
across Europe and with the NHS in the UK

Gold Award for RightCoutts and Harrogate Healthcare NHS Trust at


the Management Consultancies Association Awards 2004 in the
Business Strategy Category
What is 360 degree feedback?

360-degree feedback is a systematic process of


gathering information about an individual from a
variety of useful sources in a confidential manner.

This information is then fed back to individuals to


support development and continuous
improvement.
How different is the 360 feedback process from other tools?

 Multi-rater tool
 Multi-purpose: individual, team and organisational
development
 Measures leadership qualities broken down into
detailed behaviours
 Rating scales are used to show perception of how
often leadership behaviour occurs; open ended
comments
 Individual feedback report discussed with a trained
facilitator
Benefits

 Individuals:
 Increased self-awareness
 Discovering the blind spots
 Understanding the strengths
 Taking ownership and control for own
development

 Team/ Organisation:
 Improved communication
 More open culture
 Improved team working and mutual
understanding
 Improved leadership skills/ capabilities
Pitfalls

 Poor communication
 Lack of clearly defined purpose
 Lack of support from the top
 Failure to meet increased expectations
 Lack of supporting processes to enable continual
development
 Poorly delivered feedback session
 Lack of alignment with other initiatives
Anthony Owens
Organisational Development
Advisor
Leeds Teaching Hospital
The Future – applying the lessons

 How we saw our brief


 Building on Anthony’s experience – making the questionnaire and
process more effective
 General Principles
 Reflect the Leadership Qualities Framework
 Reflect the roles
 Improve content, I.e.:
 Avoid multiple questions
 Avoid jargon or slang
 Simplify English
 Avoid masculinity/seniority in language
 Avoid repetition or duplication
 Avoid judgemental phrases
 Worked in consultation with NHS Leadership Centre & EIS
practitioners, conducted statistical analysis, used our experience
& expertise
 Pilot phase – 50 participants
Example question

 Old Version
 “Shares information with partner organisations and
resolves conflict through clarifying understanding to
establish common ground”

 New Version
 “Shares information readily with stakeholders and
partners”
“How might I engage?”

 Got to the web site –


www.nhsleadershipqualities.nhs.uk
 Goes live 1st April 2004
 Contact the Leadership Centre
 RightCoutts Help line – 0207 484 1877 or
360support.nhs@right.com
 Service standards
 Six week guaranteed turn around
 Affordable service
 Cost £45 – normal commercial rate £150
 Finding a Facilitator – becoming accredited
Where to find the site
Filling the questionnaire on-line
Report Format
The Future – research and innovation

 Enhancements to Practitioner Training – “pin out of a hand


grenade”
 Introduction of role-specific questions
 I.e. Nursing version, Finance version, etc.
 Statistical analysis of data – and making use of it
 Qualitative feedback from Facilitators and Participants
 Integrate 360° with Performance Management, Succession
Planning, Career Management, Organisational surveys
 ‘Pulse’ follow up – building on development
 IT Advancements
 Ultimate Aim:

A process without a process – the open


organisation
Any Questions?