High Performance Development Model 360 Degree Feedback Process

High Performance Development Model 360 Degree Feedback Process Respondent Orientation

Orientation Agenda Review 360 Degree Feedback Process Explain Survey Software Discuss Your Role as a Respondent Using the two scales Writing effective comments Show the End Result

The Goal of a Feedback Process "A high or low score didn't predict a scientist's ability to invent Teflon, but what the feedback did was really improve the ability of people to work in teams. Their regard for others, and behaviors that were damaging and self-centered, are what changed." William J. Miller Research Supervisor, DuPont

1 Review of the 360 Degree Feedback Process

Purpose: Strengthening Development by: Providing the foundational tools and support structure Reinforcing skills/behaviors that are key to individual success and to VA as a whole Using behavior-based competencies to provide a common language for development

High Performance Development Model Personal Mastery Technical Skills Interpersonal Effectiveness Customer Service Flexibility/Adaptability Creative Thinking Systems Thinking Organizational Stewardship

What is Feedback? Communication of information about behavior or performance in a way that enables receivers to use it to their advantage and benefit.

360 Degree Feedback Supervisor Internal/External Customers Peers Employee “Self” Team Members Direct Reports

360 Degree Feedback Process Features Focuses on 8 HPDM competency categories Maintains anonymity of ratings Uses outside consultant for processing Provides user-friendly tools and training Provides a development approach

360 Degree Feedback Process Identify Respondents Gather Feedback Data (Nomination List) (Feedback Survey) Feedback Cycle Develop and Implement Action Plan Receive and Interpret Feedback (IDP) (Report and Coaching Session)

2 Feedback Survey Software 20/20 Insight Web Response

360 Degree Feedback Survey How you will assess . . . Go to 20/20 Insight web site with customized instructions user id password This enables you to assess each person on all competencies and behaviors Effectiveness Importance Comments Data is then transmitted to The TEAM Approach for confidential processing

Using the Effectiveness Scale How effective is this person in . N Not Observed/ Not Applicable 1 2 Minimally Effective 3 4 Moderately Effective 5 6 Highly Effective For each behavior consider. How well do you think the person demonstrates this skill/behavior? To what extent do you think the person has a need to develop this behavior?

Using the Importance Scale How important is this behavior to success? N 1 2 Minimally Important 3 4 Moderately Important 5 6 Highly Important For each behavior consider. How important is this behavior to the person’s successful performance of his/her duties? How important is this behavior in creating an effective working relationship with you?

Common Rater Pitfalls 1.Similar-to-Me / Not-Like-Me Tendency to up-grade rating of people like you, and down-grade the rating of people who differ 2.Not Enough Information Predicting ratings when the behavior has not been observed

Common Pitfalls, cont. 3.Differences in Rater Temperament Being overly easy or overly critical Avoiding the extremes 4.“Halo” Effect/“Hoof and Horn” Effect Making generalizations from one aspect of a person’s performance to all aspects

Common Pitfalls, cont. 5.Recency Over-emphasize recent occurrences, either favorable or unfavorable 6.Leniency Reluctance to assign adverse ratings for fear of being confronted or “found out”

Quality Feedback Tips Strive to give a balanced assessment . . . Separate each behavior Consider trend or pattern over several months Don’t assess someone when you are tired, stressed or angry Consider the entire 6 point scale when assessing Use “not observed/not applicable” when appropriate

3 Writing Effective Comments

Providing Helpful, Honest Comments This person should start, stop or continue: “Start . . .” “Stop . . .” “Continue . . .” Phrase comment so that participant will know whether to start, stop or continue Recommend specific actions Comments will be attached to the specific behavior and will be verbatim

Guidelines for giving feedback Feedback Model ehavior - “When you disrupted the meeting” utcome - “people felt uncomfortable” onsequences - “as a result, they stopped contributing” ctions - “Please consider the effect of your comments on others”

Inappropriate or Ineffective Comments “You never think of anyone but yourself” “You’re too highstrung and negative” “You have a bad attitude” “You’ve been a big disappointment in this area”

Appropriate and Effective Comments Positive: “Whenever I need to discuss a key project with you, you always take time to talk with me about it. Your input makes a big difference in the quality of my work, and I hope you’ll continue to make time available for me.” Constructive: “Sometimes when you’re pushed with a deadline and I enter your office, the look on your face says I’m bothering you. I tend to back off at that point. Please let me know when you don’t want to be interrupted.”

Feedback Exercise Practice Writing Effective Comments

Practice 1. For the past two months, this person has been coming in early and staying late to help your group meet a deadline for a major project.

Practice 2. You have noticed that this person has been impersonal and somewhat rude when answering the phone. You are concerned that your office will get a bad reputation.

Guidelines for giving feedback Feedback Model ehavior - utcome - onsequences - ctions -

4 Receiving the feedback

Feedback Report Computer-generated report designed to display overall feedback data Compares Importance and Effectiveness scores of each of the survey items Provides averages on each competency for each respondent group Provides written, verbatim comments from respondents Provides comments from two open-ended summary questions

Distribution: These numbers indicate the number of people from all relationship categories combined whose rating was at this level Effectiveness Scale: This number is the average rating from all people who provided ratings in these relationship categories Average: This number is your average score from all relationship categories except self Importance Scale: This number is the average rating from all people who provided ratings in these relationship categories

Comments: Presented in random order, verbatim, with each item.

Development Planning Based on the feedback report, subjects will be able to . . . Identify development priorities and strengths Create a development plan Take action to implement development plan Review progress against plan

5 Assessment Timeline/Information

Project Timeline Orient Subjects Nominate Feedback Providers IDP IDP SessionFor For Session Subjects Subjects Orient Orient Raters Raters Distribute Distribute Feedback Feedback Reports Reports Complete Complete Surveys Surveys Deadline Deadline Develop Action Plan Ongoing

Have a question, comment or concern? Call: Survey Team 800/864-4911 (Eastern Standard Time)