360 Feedback Results

360 Degree Feedback Results

Sometimes it can take a while to see the bigger changes as people grow their skills and step into a new way of working with others. However, the process of reflection and doing things differently often begins on the first day of receiving feedback.

With the right program of ongoing development, these changes build and become the “new way of doing things”, improving collaboration, innovation and performance of individuals and teams.

The result is significant Return on Investment for our clients.

360 degree feedback culture

The Benefits of 360 Feedback

The 360 Facilitated® Leader/Manager Surveys™ help leaders and people by generating an appreciation of their efforts, their contributions, and encouraging their effectiveness and loyalty.

The impact of the team-facilitated surveys is to:

  • Develop enthusiastic and productive teams.
  • Open up communication between team, manager and peers. Problems are discovered that affect productivity but may never have been addressed before.
  • Obtain buy-in from the team. Once their ideas have been seriously considered, team members listen more willingly to what is asked of them, and give more of themselves.  Ownership means innovation, accountability, continuous improvement, increased productivity, less stress, and high morale.
  • Provide your people with a low threat feedback system that is easily accepted, enjoyed and respected at all levels, and boosts morale.
  • Accurately identify learning requirements for managers and teams.
  • Align the organisation, communicating direction and changing culture.
  • Provide benchmarks and statistics on requirements for change, linked to norms for Australian and overseas managers.

In addition, the surveys:

  • Ensure discussion of the full range of behaviours in areas of Leadership as well as Management, and develops a language common to all
  • Result in action plans and with built-in monitoring to ensure completion and satisfaction of team and manager
  • Can be applied equally with Cross-Functional and Self-Managed Teams
  • Promote the Learning Organisation with development at every level
  • Result in actions to redefine roles, create learning programs, including coaching and mentoring, and aligning with the manager’s manager.
  • Bring about development for all staff, including training in fast group problem-solving, mapping of ideas, and ways to give and receive feedback.

The Learning Organisation and 360 Feedback

360 Facilitated® Leader/Manager Surveys™ help managers and team members learn a great deal about themselves, their roles and one another, while reflecting directly on Leadership and Management.

Improve communication and learning

The process improves communication and learning across the entire organisation. It powers the Learning Organisation by moving information and ideas from wherever they arise to where they’re most needed. It provides the information required to accurately design a highly relevant program of learning, coaching and mentoring for managers and teams.

Everything takes place in the context of performance improvement and action learning.

Specific outputs

The specific outputs and outcomes that 360 Facilitated® contributes to the Learning Organisation are:

  • Individual and team action plans to improve how team and manager work and learn together.  These can range from requirements for professional development, to improvements in processes, the quality management system, etc.
  • Immediate solutions to many problems
  • Openness, allowing the flow of ideas and information
  • Changes in leadership style and emphasis – managers often have the skills but aren’t using them
  • A smooth negotiated transition to team involvement, and to self-management where this is the aim
  • A more open and aligned culture, a prerequisite for all forms of effective performance management
  • Clearly defined learning and development requirements linked to specific outcomes that managers and teams are expected to achieve
  • Focused change strategies – information collated from a range of teams can be used for changes in policies or for process re-engineering
  • A benchmark built up in the form of profiles plus statistics on how the organisation perceives itself at different levels in the Areas of Behaviour defined by the Leader/Manager practices. This can be measured regularly
  • Using a full Mega Planning or Balanced Scorecard Plus framework of Corporate Social Responsibility allows measurement of contributions to the external stakeholders.
360 degree feedback facilitation

ROI & Benchmarking 360 Feedback

Return on Investment

A full program of 360 Leader/Manager Profile™ results in measurable ROI (provided that we take account of changes in external factors). It is important to measure this, as well as establish benchmarks. We suggest the following:

 Benchmark & ROI
Measure
Over time
Openness within organisation: effective communication; responsiveness & morale This becomes evident to everyone and is reported anecdotally by managers and staff. Can be measured by climate survey. Immediate & continuing
Results delivered as specified in Action Plans Both management and teams assess the value of these and monitor that they are carried through to results.
Follow-ups allow for further feedback and adjustment
from 3 months
Performance/Learning Objectives completed Managers, teams and peer groups set significant performance and learning objectives and achieve them in agreed time frame. Completion is assessed. 6 – 12 months
Performance management, involvement & delegation of responsibility The performance management system is accepted, used (measured) and valued (climate survey).
Staff are more involved. Accountability is mutually agreed (measured).
Immediate & continuing
Contribution of ideas, better resultant morale Contribution and use of successful ideas from the Participants – reporting of contributions used.
Climate survey measures resultant morale.
Immediate  & continuing.
Statistical measures of Suggested Change Reductions in suggested change in Areas of Behaviour in successive runs of program. 6 – 12 months
Alignment: difference in Suggested Change between levels The difference in suggested changebetween levels of management is measured in successive runs. 6 – 12 months
Staff Turnover, Absenteeism & Stress Measured reductions. On program completion,  6-12 months
Improved meeting of Quality Standards Quality standards achieved – as measured by your quality systems. Immediate & continuing.
Other improved individual, team & organisational productivity & output Organisation and team measures: increased productivity and areas of savings (waste, errors, etc.). Links to Balanced Scorecard. As appropriate
Societal contributions through improvement of individuals and strength of the organisation Measures of individual and societal health and wellbeing (Corporate Social Responsibility). Ongoing

Benchmarking & Aggregate Statistics

Because every organisation has its own set of needs and strengths, the most useful form of benchmarking using the 360 Leader/Manager Model™ is that of the organisation against itself over time.

It can also be useful to run a separate organisational survey, e.g. to show whether the organisation is building or breaking trust with its employees.

Aggregate reports for groups of managers or the entire organisation can be used to guide organisation-wide development programs. They also act as a benchmark.

A statistical aggregate of a 360 Leader/Manager Survey™ intervention provides a benchmark for a group of managers, or for the organisation. It measures the level of suggested change as well as the degree of alignment between managers, teams and ‘bosses’ at a point in time. Although it never pretends to ‘measure the manager’, it will let you compare groups of managers over time and with norms. It gives managers specific benchmarks from which to improve.

You can produce a Statistical Profile (using the survey profile format) for any group of managers. We provide more detailed Statistical Reporting on request.