2011PERFORMANCE MANAGEMENT

360O FEEDBACK SYSTEM

Neepa Sharma

INTRODUCTION

PerformanceManagement Needs

1. Identification of Star Performers

i. To identify high potential employees/ star performers from various managerial levels in order to groom them for leadership positions in the future

ii. To incorporate an assessment process which is scientific, standardized and fair so as to demonstrate credibility of the process and gain confidence of all related stakeholders

2. Leadership development

i. To identify the strengths and weaknesses of key employees and to identify their development needs so as to plan and implement focused developmental initiatives

ii. To develop a robust and sustainable leadership pipeline, so as to enable the organization to effectively pursue and achieve its business objectives

TALENT MANAGEMENT

Person-Job FitBy matching the right personality with the right job in the right organization you can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction.

Client-Specific Competencies

Identify specific competency strengths and limitations that can be used as a starting point for identification of training needs and development at your company.

Talent PotentialIdentify current and future star performers through commonly desired talents such as sales potential, leadership potential, and creative potential.

Leadership StyleGet to know your future leaders so you can make better placement decisions, ensure that their style matches an assignment or team, and provide them with an awareness of how their style will be perceived by others.

Big 5 Narrative Detail

Gain deeper insights into an employee's expected behaviors, motivators, and interpersonal style through interpretive information that describes the employee's tendencies along the Big 5 Global Factors.

Openness to experienceConscientiousnessExtraversionAgreeablenessNeuroticism

The Big 5 Factors:

ASSESSMENT SERVICE OFFERINGS

Identifying key competencies for a job and incorporating them throughout various processes of the organization (job evaluation, training, recruitment).The competency is defined as a behavior (communication, leadership) rather than a skill or ability.

COMPETENCY MAPPING

1. • COMPTENCY MAPPING

2. • COMPETENCY ASSESSMENT

3. • COMPETENCY DEVELOPMENT

In House/Public Orientation & Certification Programs in 16PF

It’s a concept based on 16 Personality Factors, measured by the 16PF Questionnaire, derived using factor-analysis by psychologist Raymond Cattel.

6 different reports of the same person can be generated.

It has a reliability Index of 0.85 and has established validity Indices.

Organization Climate Study

The process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.

360 o Competency Based AssessmentDiscussed later..

And…Team

Building Assignment

s

Leadership Developme

nt Workshops

Behavioral Interviewin

g Skills Workshop

Competency based

Interviewing Skills

Assignment

Wide variety of Testing Tools

Personality Assessment Tools

Occupational Personality Inventory

The Occupational Personality Questionnaire (OPQ) provides in-depth information on how individuals fit within a work environment, how they will work with others and their performance potential against job competencies.

Rapid Personality Questionnaire

RPQ is one of the most rigorously validated and respected psychometric tools available for both:1) Employee development in the form of

RPQ12) Selection in the form of RPQ2.

Function based Assessment Tools

Customer Service Questionnaire

The CS7 (Customer Service Questionnaire) identifies whether a person is likely to be successful in customer services and what his or her relative strengths and weaknesses are.

Advanced Sales Questionnaire

Self-report personality questionnaire- The candidates complete the questionnaire in their own time via the Internet. The questionnaire is devised to measure personality traits that are likely to have an impact upon success or failure in a variety of sales roles across all industries.

Other Assessment Tools

Motivation Questionnaire

These types of questionnaires try to rate how conditions found in the workplace could affect employees’ motivation (i.e. whether an employee would work harder or not in a given situation).

Firo-B Test

This easy to administer 15-minute test quickly gathers critical insights into how an individual’s interpersonal needs can shape his or her interactions with others.

Belbin Team Analysis

The tool helps to analyze team membership roles, as a check for potential strengths and weakness within a team.

• Executive Profile Survey• Comprehensive Abilities Battery –

Series of Aptitude tests• Creativity and Strategic

Innovation Test Modules

And…

360 o FEEDBACK

What is 360o Feedback?Also referred to as multi-rater appraisal, multi-source feedback or 360 degree profiling. It is a confidential process where a participant receives anonymous skill evaluations from a circle of stakeholders (peers, direct reports, a supervisor, etc). The results help determine the participant's priorities for development.

Benefits of 360O Feedback

Broader Scope of Feedback:

Feedback is received from all key stakeholders, not just a supervisor, providing a well-rounded view of how others perceive a participant's efforts.

Fair Feedback:

The 360 process is conducted in a confidential setting so raters can provide accurate and honest feedback. If there are only a few rater surveys, the results are combined in order to obscure rater identity.

Self Awareness:

Results are presented in a complete report that highlights the strengths and weaknesses of a participant's skills in a given set of competencies. It gives the participant a clear and accurate picture of their performance that could not be seen otherwise.

Self-Development:

Getting a clear picture of performance helps identify weaknesses that need to be improved as well as strengths that can be leveraged. Knowing the skills that need improvement is the first step towards creating a plan of development for short and long term.

Reduces Costs and Turnover:

360o feedback facilitates an environment that encourages self-development, which leads to job satisfaction. This minimizes turnover and the costs associated with replacing employees.

Provides quantifiable data on soft skillsIncreases communicationSupports teamworkIncreases team effectiveness

Other benefits:

SUPERVISOR ME

Traditional Feedback System

Coworkers

Supervisor

MEReports

Customers

ME

360o FeedbackSystem

360O Competency Assessment

the managers will be able to effectively complete three tasks, mentioned in the following slides…

By assessing existing and aspiring managers on their Leadership qualities

1. Enables existing and aspiring leaders (irrespective of their position in the organizational hierarchy) to gain feedback on how well they are establishing the essential leadership conditions that will encourage others to follow them.

TASK 1

2. Develop a personal leadership plan to address each of the leadership conditions, i.e. how they will establish a shared understanding of the environment in which the organization is operating.

TASK 2

•A shared sense of direction •A shared set of values and a feeling of team •A shared feeling of power

Shared understanding of the environment:

3 . When completed a second time, track the progress. This tool can be used to:•improve leadership effectiveness,•effect change in the organization and/or•initiate a specific training or development program.

TASK 3

Skills assessed:

• Planning

• Delegating

• Negotiating • Interviewing

• Communicating

• Developing Staff• Motivating Staff

• Making Decisions• Managing Change• Serving Customers• Measuring Results • Handling Pressure• Influencing Others• Resolving Conflict

Books Referred

• Coaching for Performance:Author: Whitmore JohnEdition 3, 2002Publisher: Brealey Nicholas

• The Art and Science of 360 Degree FeedbackAuthor: Lepsinger Richard, Lucia AnntoinetteEdition 2, 2009Publisher: Pfeiffer

Books Referred

• The Human Side of Enterprise Author: Douglas McGregorEdition 1, 1960Publisher: McGraw-Hill

• Catalytic CoachingAuthor: Markle GaroldEdition 1, 2000Publisher: Praeger Pub Text

Neepa SharmaThank You,