The best results from 360 programs come from those where they trained HR staff in advance to help the managers deal with the feedback, and the respondents to give it.
"Introducing 360-degree appraisals is not just about choosing the right package - HR must invest time and effort in identifying and training the right people to run it, says Kirstie Redford [see Personnel Today]. Training internal assessors is essential to success: it will help them get to grips with data interpretation and show them the most productive way to deliver feedback. It will also save money, as using external facilitators is costly.
"Systems can be complex, so any deal with 360-degree appraisal providers should include adequate training for relevant internal staff in how to understand the report structure and analyse data. Such training is usually done in classroom-based sessions.
"But the real challenge is delivering feedback and helping those being assessed to create a development plan.
Hearing you are a bad manager for the first time can be psychologically traumatic unless the person giving the feedback is skilled in helping you through, says Charles Jones, head of coaching at HR consultancy Right Management. If you are giving negative feedback to someone, you need to be clear on what you can do to help and signpost them to appropriate training".
Comment: there's a lot to be said for NOT telling a manager that s/he is 'bad'. Much more productive (less defensive) to stick with feedback about what they should do, avoiding the goods and bads. But realistically, managers can get defensive when they receive a lot of 'do more' or 'do less', and everything they say in this article makes sense.
[more]Labels: 360 Facilitated, 360 feedback |
