Clients ask me how often should 360s be done on a person.
I think the best answer is somewhere between 12 – 18 months. This gives enough time for the participant (the person being rated) to figure out their action plan, make behavioral changes, and have the people they work with see some sustained changes. Less than 12 months can be frustrating for both the participant and the raters (the participant may be working hard on their action plan, but it’s too soon for raters to see sustained change), and if you wait much over 2 years, it’s hard to see this as a process and not an event.
On my way to work on Tuesday, I listened to an interesting NPR segment on Performance Reviews (and how they aren’t working for many organizations). With so many companies entrenched in continuing the performance review process, we believe that the performance review can focus on goal setting and attainment, while a 360 degree feedback component (at a time other than the performance review) can help elicit a conversation about an employee’s strengths and development needs. A primary key to a successful 360 process is in understanding what co-workers, managers and peers value about an employee, and what areas of concentration will help the employee become more effective. These themes resonate with employees more than just a top-down assessment reviewing numbers that are either high or low.
Each summer, SurveyConnect sends out a survey to our clients, business associates, and LinkedIn connections to gather information that we think would be of interest to these groups (and ourselves). In previous years, we have built a business reading list and collected data about what competencies are most important to organizations (and how they self-rated their current effectiveness in these competencies).
When we work with clients on their 360s and employee surveys, we typically discuss how to collect feedback on the competencies that will help their organization grow and succeed.
Over time, we have gathered a lot of anecdotal information on common competencies that cross organization lines. It seems that no matter what industry you are in, no matter how big your organization is, and no matter where you are located, leaders who effectively demonstrate certain competencies like Communication, Integrity and Managing People will help move an organization forward. Continue reading
One of the discussions that I have with many clients is whether or not to use usernames and passwords to track employee and customer survey respondents. On the last blog I talked about the overview thinking when deploying an internal or external survey. This time, I’d like to discuss a few of the most common online tracking mechanisms commonly used in survey deployment? Continue reading
One of the discussions that I have with many clients is whether or not to use usernames and passwords to track employee and customer survey respondents. A lot of thought goes into this decision, so I thought I’d share some of our thinking. Continue reading
We want to let you know about a new tool we have created based upon our already-existing technology!
We have modified our ActiveView Express online survey tool to work as a simple, flexible and powerful exit interview survey tool called ActiveView Exit.
As the next installment to our reading list, below is information on twelve books on Leadership that were submitted by our colleagues. Please note that we tried to assign ownership to the description/review wherever possible. Continue reading
A (long) while ago I started ‘talking’ about simple steps that anyone can do to deploy an effective survey. In past blogs I’ve talked about: Continue reading