A recent article* from McKinsey is addressed to leaders who may be the source of workplace dysfunction – or jerks, as the author calls them. What can be done about it? In our experience, bad behaviour can range from plain rudeness and incivility, through bad management practices, exclusion and
An interesting article from Ladders*: it seems that 360 Degree Feedback is being used as part of a business school’s application process. New York University’s Stern School of Business has decided that relying on individual applicants’ ‘personal statement’ has not been a reliable indicator of their empathy and emotional intelligence.
In this report, we’ll share the 10 key questions that organisations ask when they are thinking about using 360 Degree Feedback for development or performance. The report includes questions like ‘where do we start’, ‘how many questions should we ask?’, and ‘what should the 360 report look like?’ If you’re
A recent article* from the ATD reports on how organisations are rethinking performance management. Two of the three key issues with most performance management processes are identified as biased evaluations and infrequent feedback. The lack of engagement of employees is one outcome. The consequent poor data available to the organisation
With +17 years of experience, working with over 200 companies to design, set up and deliver lots of different 360s, we’ve compiled a list of the 10 most commonly asked questions and the answers! Here’s a short summary and you can request the full white paper, just drop us an
360 Degree Feedback is a familiar tool in the kitbag of many coaches and talent managers. Over the past few years, we’ve noticed that 360 Degree Feedback is being used much more extensively and creatively than ever before. Enabling 360 Degree Feedback technology Using a flexible 360 platform mean that
Large corporates have long had the resources and expertise to measure and manage employee performance – and even then, those processes have not always delivered results. Just look at all the big companies who are currently, and very publicly, re-evaluating the way they monitor and measure employee performance (Deloittes and
“True intuitive expertise is learned from prolonged experience with good feedback on mistakes”. Daniel Kahneman