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
|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.