I am still intrigued that after many years in use in organisations all over the world, there are still instances where 360 Degree Feedback is used in completely the wrong way, and the for the wrong reasons. The latest gem is this one (from New Zealand*): it seems that
How useful and relevant are competency frameworks in the new world of digital working? In the linked article, I’ve summarised some of the arguments for completely doing away with competency frameworks. I’ve also suggested some ways of making them more relevant and user-friendly: this includes changing their name, making them
So you’ve finally pulled together your 360 degree feedback framework: you’ve built your customised questionnaire, ratings scales and reporting templates, and you’ve had the go-ahead from the budget holder to get started! All you need to do now is pick a start date, a finish date, press the big red
In a recent article*, McKinsey described a case study where a law firm in the US was able to make radical changes to its processes and client relationships through using the principles of lean management. It led me to think about how we could apply some of the same principles
360 Degree Feedback is often seen as a process for giving feedback to individuals: we are often asked if 360 appraisal can also be useful in providing collective feedback, e.g. to a team as to how they are experienced by other stakeholders? Aggregating individual feedback data Many organisations are now
In many organisations, 360 Degree Feedback is used as a tool to support individual skills development. It is particularly useful when people are stepping up from one role into another that is substantially different, and requires a change in skills and behaviours. Most typically this is when job-holders are asked
In a recent conversation with a client on 360 Feedback, we covered the tricky topic of balancing the need for free text comments against ensuring that those comments would be anonymous. The client had already run a number of 360’s for a number of participants using the Track 360 feedback.
In a recent report, the Aberdeen Consulting group in the US have found that there are correlations between organisations that perform well (in terms of performance and retention of staff) and who use assessments, and this includes 360 feedback, in a consistent way. One of the key drivers for using assessment tools is
A few months ago I attended a City HR Association* event, on ethics and integrity in the workplace. There were some fascinating insights and discussions on how we, as people professionals, can help to run our organisations in an ethical way – and this doesn’t just apply to the City.