Technology 360 degree staff assessment. Evaluation and certification of personnel for business and personal qualities: Methodology "360 degrees
The "360 degrees" method is the acquisition of data on a person's actions in real work situations and on his business qualities. At the same time, information is obtained from people who communicate with this person at different levels: boss, colleagues, subcontractor, subordinate, clients. The applicant for the position himself can also be involved as an expert: he is asked to evaluate his work behavior and professional quality in order to use this data in the future to correct his self-esteem and create a plan together with him individual development.
The 360 degree assessment method is a competency-based assessment method. Competencies are the experience, knowledge and skills of an employee that he shows in his work behavior. And this is fundamentally important. It is unlikely that you will pay an employee only for the fact that he knows something, but does not use it in his work, let's say some foreign language. Another thing is if an employee actively uses it at work, knowledge of this language is a necessity, in fact, a job requirement.
The personnel assessment method, called "360 degrees", allows you to get the most complete picture of the employee, to identify his need for professional growth, to determine ways to improve the efficiency of his work.
Benefits of the 360 Degree Appraisal Method
The 360 degree method is used, as a rule, to solve problems in the following areas:
1. Identification of employees for inclusion in the personnel reserve. If the organization is large enough, for example, it is a large chain of stores where thousands of employees work, it is difficult to identify potential leaders only by the reviews of branch managers, since they most likely will not boast of their “stars” - they will not want to lose subordinates brought up by hard work. When conducting a mass assessment using the 360 method, the probability of identifying employees with potential in the organization becomes very high.
2.Planning for training needs.
The 360-degree assessment, being a competency-based assessment method, helps to determine which developmental activities need to be “prescribed” to which employee.
3. Movement of employees within the organization.
The results of the 360-degree assessment will help identify competencies that are too highly developed compared to what is required for this position. The fact is that the "excessive" development of competencies for any position is not only an unrealized potential, but also a risk zone. An employee who has outgrown his position will most likely seek to find a position in which he can realize the accumulated potential. Including in positions in competing organizations.
4. Obtaining information for conducting individual developmental activities, in particular coaching.
Having available charts with an assessment of the manifestation of a particular behavior by an employee, it becomes much easier for the trainer to identify areas and recommend ways for improvement.
5. Collection of information for the assessment according to the method of the assessment center.
The Assessment Center provides information on:
- from the participant himself as a result of testing, performances,
- observers working in the assessment center.
The use of the 360 method makes it possible to make the picture much fuller and richer by obtaining feedback not only from the observers of the assessment center, but also from colleagues at work who do not take part in the work of the assessment center or whose opinion cannot be obtained during it.
6. Correction of the corporate management culture, in particular the leadership style.
Since the assessment according to the 360 method involves the participation of subordinates in their assessment of their immediate supervisor, this leaves a certain imprint on the corporate culture of the company and the leader's leadership style in particular. The authoritarian style of leadership has not only a lot of advantages, but also disadvantages. To develop a situational leadership style, which is the most effective today according to Western experts, the 360-degree assessment method provides valuable information. Even when subordinates give exemplary answers under the motto: "We are all right." Or even when they give a minimum of answers.
7. Establishing feedback.
Personnel assessment using the 360-degree method makes it possible, with the help of behavioral indicators, not only to evaluate the behavior shown, but also, accordingly, to set it. The manager, working on the behavior of the employee, gets the opportunity to give feedback, not only with generalized concepts, for example, "bad, lack of initiative", but also using behavioral examples (indicators) to clearly decipher your expectations - "in crisis situations you do not act independently, without a pointer." Often, the results of the 360-degree assessment lead the assessors to the so-called shock. For example, an employee who is very self-confident sees on the chart that it turns out that he alone believes that he manifests himself positively in some situations. Often this leads to a real revision of the attitude towards oneself. In contrast to the situation when his immediate supervisor or test speaks to this person about the same problem - they are simply called into question by the assessed - the test is bad, the supervisor is inadequate, etc.
8. Data acquisition for peer review"soft" personality traits. This method helps to objectively determine the compliance of employee behavior with corporate standards. Especially if the payment system is based, among other things, on an assessment of the employee's compliance with these standards. Let's say that your evaluation sheet contains such parameters as communication, initiative, discipline, reliability, leadership qualities, etc. Often, as a result of a sole subjective assessment of an employee by the immediate supervisor for such "soft" qualities, objectivity is violated, the result of which in most cases is leaving, demotivation, or at least an incorrect behavioral attitude of the employee. The 360 evaluation method avoid subjectivity and intervene in time.
Stages of personnel assessment using the 360-degree method.
Definition of goals, objectives, procedures of the process - who has what rights of access to information, how many respondents, what categories, etc.
Development of competencies and behavioral examples (indicators) for each position.
Determining the list of employees participating in the 360 assessment.
When selecting employees for evaluation, care must be taken to ensure that these employees can be evaluated by their respondents. For example, it is hardly worth including in the assessment 360 employees who have worked in the company for less than 3 months, it is unlikely that their respondents, including even their immediate supervisor, will be able to answer questions about the behavior of this employee.
Employees are suitable for evaluation using the 360 degree descending method, starting with the most "upper" positions - company executives who carry strategic functions down to administrative and technical staff. This is no coincidence, as work behavior is essential for such positions. Even when for the position of a waiter you can clearly prescribe almost all functions in the instructions, you do not always have the opportunity to influence such personal characteristics as the ability to work in a team, initiative, and responsibility through a formal instruction.
Definition of respondents - those who will evaluate these employees. The number of evaluators must be at least five people. Employees must know each other well (work together for at least three months, preferably from six months).
Do not assign too many respondents. Imagine that you have to answer 25 questionnaires, for each of which you need to spend a certain number of minutes. Most likely your answers will be very hasty - you will have to save the already missing time. Not to mention the fact that in the process of questioning to give detailed answers, which is very welcome.
Respondents do not have to work in the same department as the person being assessed. Respondents should know well the assessed in the process of active interaction.
Respondents do not have to love the person being assessed. Often we learn a lot of useful things about ourselves from enemies and competitors.
The more respondents are interested in giving an objective assessment, the better. As a rule, relatives and close friends do not have this quality.
Handing respondents questionnaires with behavioral examples and asking them to rate on a scale.
Carrying out communication activities to convey to the assessed and respondents the essence and purpose of the process.
Questioning itself, collection of answers.
Analysis of the responses received - the results of the evaluation are presented, as a rule, in the form of graphs and text reports.
A great variety is possible here, since unified form it would be hard to imagine. The reason for this is the impossibility of the same interpretation of the results with visible identical results on the graphs. Let's assume that someone gave a significantly lower assessment of the manifestation of a particular behavior. There may be several reasons, they are identified, as a rule, as a result of a conversation between a manager and a subordinate:
- the respondent is in a state of conflict with the assessed,
- the respondent is poorly versed in the essence of the issue and his assessment is inadequate,
- the assessed person has an overestimated self-assessment of the quality of his behavior
Reporting results in the form of graphs and comments to managers and employees. Conducting a training interpersonal communication or, at a minimum, a presentation in front of all the leaders involved in the evaluation.
Discussing the results of managers with an employee, possibly attracting external consultants, creating employee development plans, their approval, transfer to personnel service for execution.
The 360-degree assessment method allows you to provide employees with confidential feedback from supervisors, colleagues, and subordinates. Usually 5-20 people fill out an anonymous questionnaire, which includes questions covering the required range of personal and professional competencies.
Typically, a 360 degree questionnaire includes questions that are measured on a rating scale, but may also contain open-ended questions. The evaluation participant receiving feedback also completes a self-assessment questionnaire.
The advantage of the 360 degree method is that it avoids the problems associated with assessments that are made exclusively by the authorities - the 360 degree assessment takes into account the opinions of a wide range of colleagues (hence the name of the method). This avoids the problems of subjectivity in one person's opinion of an employee's performance.
Are you planning to conduct a staff assessment? Below is an example of a 360 degree questionnaire, and quick guide on the application of the method.
Step 1. Determine the purpose of the assessment
Your goals determine how you use the 360 method, how you present it within the organization, and how you use the survey results. For example, a few common goals for evaluation are:
- Make sure your employees have the right competencies for the job
- Development of employees, increasing work productivity by working on their weaknesses
Step 2: Get Management Support
The leaders of the organization should be interested in conducting a 360 assessment. When management does not show interest in conducting a study, your employees understand this, and do not pay due attention to participating in a 360 degree assessment.
In order to attract and interest management in the implementation of the 360-degree methodology, it is first necessary to explain the reasons for the study, and set clear goals. The direct financial argument is an important factor– as discussed in our previous articles, a properly conducted personnel assessment can lead to significant results, namely up to 25% increase in sales and employee productivity.
Step 3: Explain the purpose of the evaluation to the participants
Keep in mind that the process of getting grades may not be comfortable for some people. You should keep this in mind and do your best to help the employee feel comfortable in the evaluation and feedback process.
It is essential to explain the purpose of the assessment. If participants do not understand and trust your intentions, they may sabotage the 360. For example, if you are conducting an employee development survey, tell them directly. Let people know that they will not be fired or demoted based on performance.
Key points to explain to employees:
- The company is conducting a new type of personnel assessment called the 360-degree method.
- What is the purpose of the evaluation - see step 1.
- How the assessment will be done.
- How the participants and the company will benefit.
Step 4. Determine which competencies need to be assessed
You can rate anything - including employees' hair and manicures - but the most common criteria include:
- Job competencies
- Styles of behavior
- Employee motivation
Try to limit yourself to the most important competencies so that the 360 questionnaire contains no more than 50 questions. The example 360 degree questionnaire provided in this article assesses 4 competencies using 14 questions - the shorter the questionnaire, the more likely the participants will be able to pay sufficient attention to the assessment and complete it on time.
How to choose the necessary competencies? Some organizations constantly update the list of basic competencies required of both all employees and the competencies required for certain roles. If you are using online system TestProfi to conduct a 360 assessment, then you can choose from the list of competencies those that are relevant to your organization.
Step 5. Decide who will evaluate and who will receive feedback
You must determine who will receive feedback - those employees who will be evaluated. After that, you need to select the participants who will be grading - there are two ways to do this:
- Those employees who receive appraisals choose their own appraisers and then get their manager's approval.
- The manager himself appoints the appraisers
Most often, the first method shows the best results - because employees pay more attention to feedback from people they know and respect well.
Step 6: Ask Participants to Complete the 360 Degree Questionnaire
Send the questionnaire to the participants of the assessment. Those participants who receive feedback must also complete a self-assessment questionnaire. Self-assessment results are an important component of the 360-degree method, which allows you to identify discrepancies between self-perception and how others perceive a person.
Gather together the scores for each employee receiving feedback. Check for missing marks and remind late participants to complete the questionnaire.
Step 7. Generate reports and analyze results
The report is generated for each employee receiving feedback. This helps to convey to them the assessments provided by all participants.
The scores given for each of the participants receiving feedback are aggregated by competency. This provides anonymity and ensures that individual responses cannot be identified. So, for example, instead of seeing individual responses from each assessor, assessed participants will see the average scores for a given competency from all peers in the report. The manager's ratings are usually not anonymous. That is, the assessed employee will be able to separately see the assessments that the manager has set.
If you are conducting a 360 degree assessment with more than 20 participants, consider using the TestProfi online testing system. Please note that for each assessed employee, it will be necessary to process a dozen or more questionnaires from assessing colleagues. If a large number of employees receive feedback, then it will be difficult for the HR department to process the results manually.
360 Degree Evaluation Method is a collection and complex analysis information about the employee (his actions and behavior in various working circumstances, personal and business qualities, competence), taking into account the opinions of all parties: immediate supervisor, colleagues, subordinates, as well as the employee himself. Partner organizations can also be included as a source of additional secondary information (score 540 0). This approach allows you to get a more objective and balanced assessment of the employee.
The 360 0 assessment method is used not only to analyze competencies and identify the weaknesses and strengths of an employee, several more tasks are solved in parallel, for example, such as: drawing up individual development plans, determining training needs, conducting personnel certification, forming personnel reserve, revealing the dynamics of relations in the team and hidden conflicts, identifying informal leaders or vice versa hermits. But, no less important, the organization develops a culture of openness and trust in the team, and creates structured feedback.
However, it should be noted that 360-degree personnel assessment does not work well in companies with a purely authoritarian management style, since management is relatively distant from subordinates, there is no tradition of collective cooperation and support, and there is no necessary trust of the team in relation to management. In such organizations, personnel assessment methods occur “top-down”: a description of an employee from a manager, aptitude tests, interviews, questionnaires, and the like.
The essence of the 360 0 method is an assessment based on a competency model (professional and behavioral criteria) for a specific position of the assessed employee. Then a questionnaire-questionnaire is compiled, and an assessment scale is determined. Based on the results, a graph is constructed showing the severity of a particular competence.
The basic principle of the 360 0 rating is anonymity. Although the method allows the assessment to be carried out in a “non-anonymous” or “semi-anonymous” mode, studies have shown that in this case the reliability of the results is quite low, and this is primarily due to fears of offending a person, as well as fear of superiors or a possible conflict.
As a rule, employees are willing to conduct such an assessment, because true professionals are always interested in understanding what impression they make on the people around them, a kind of “outside view”. Such an assessment becomes a kind of incentive for self-development. However, in order to avoid stress, HR managers need to convey to all participants the purpose of the assessment, explain to employees the benefits of such an exercise, show that the results will not be used for the purpose of punishment, but for the subsequent development of the employee.
The expert audience is the immediate environment of the employee (maximum 7-9 people). They can be divided into two groups:
- "internal": direct supervisor, subordinates, colleagues from other departments;
- "external": partner organizations, customers, suppliers.
It is desirable that the selected experts interact with the “evaluated” for more than six months. In this case, they can more objectively determine the presence or absence of the required competencies in the employee's professional behavior.
In the most democratic organizations, the employee is invited to choose two experts independently - one from subordinates and one from colleagues from another department / unit.
Also, the 360 0 assessment methodology includes a self-assessment block - one of the most important parts, since the employee can correlate his view of his strengths and weak sides with the opinions of others. Very often, employees average performance work overestimate personal indicators, and the best employees on the contrary, they underestimate, because they tend to be perfectionists and high level requirements for standards of performance of assigned tasks.
Free catalog of policies and procedures for the assessment and certification of personnel
How to composequestionnaire-questionnaire 360 0
To begin with, you need to select no more than 50 significant competencies for assessment, on the basis of which to make questions. These competencies should directly reflect the objectives of the assessment 360 0 . Also, don't overcomplicate the questions - they should be as simple as possible.
For example, if the task is to assess the “customer orientation” of an employee, it makes sense to decipher in the question what exactly you mean: “Trying to understand the needs of customers and help them,” or “Accompanies customer requests, their requirements and complaints to the end.”
The next step is to define the rating scale. A five-point rating scale should be avoided, because. it is associated with the school scale, where 5 is excellent and 3 is bad. Better to use more open options. It is not recommended, although possible, extreme words: "always", "never". It is also important to add the item "I don't know" or "I don't have that information."
360 Degree Evaluation Examples
Questionnaire 360 degrees(fragment)
360 Degree Assessment Questionnaire(fragment)
Stages of implementation -rating system 360 0
It is better to conduct the survey in electronic format - this will speed up the process and ensure anonymity.
- On the preparatory stage, it is necessary to create a position on attestation. Compile questionnaires. Determine the composition of experts. Provide information support. Conduct explanatory seminars and presentations for all participants. Communicate the goals and objectives of the survey. Explain the criteria for personnel assessment, the principles and rules for conducting a 3600 assessment, the format, and how confidentiality is ensured.
- At the stage research and data analysis it is necessary to ensure the timely submission of information from all participants. Process the results and generate a final report.
- At the stage feedback it is required to tactfully submit the received information to the employee. It is necessary to hold a tripartite meeting: employee, manager, HR representative to explain the results. Discuss strengths and weaknesses, give an analysis of possible causes, identify the greatest discrepancies in the employee’s self-esteem with the opinions of others, suggest possible ways further development taking into account the requirements of the position and individual plans. Formulate specific recommendations for the subsequent development of the employee.
Instructions for survey participants
Dear employee!
This survey will help your colleague (evaluated) to better understand their strengths and weaknesses, to see the potential for further growth and development. No incentives or punishments will be taken based on the results of the study. We guarantee anonymity and confidentiality. In this regard, we ask you to give the most truthful, frank and thoughtful answers. If, by the nature of your interaction with this person, you do not see manifestations of some aspects of behavior and cannot judge how he manifests himself in the situations described, please choose the answer: "I have no information." In addition, some of the questions involve the best option the answer is “Always manifests”, and some - “Never manifests”. Be careful! There are also several questions, the answers to which will allow us to assess the reliability of the result; in case of low reliability, the questionnaire will have to be filled out again, which is undesirable.
The survey takes an average of 30 to 45 minutes. We recommend that you fill out the questionnaire immediately from beginning to end, without distraction. This way you can save time and increase the reliability of the results. You can be of great help to a colleague in understanding his strengths and weaknesses and planning for further development and growth. Thank you for your sincere answers!
| Question |
Answers* |
||||||
| Able to make and defend unpopular decisions when necessary | |||||||
| In case of problems with the client, he solves them independently, strives to do it as quickly as possible | |||||||
| Understands that the effectiveness of the work of subordinates depends on their leader, strives to correct the situation and prevent its occurrence in the future | |||||||
| When justifying a decision, he considers both pluses and minuses, correctly calculates resources | |||||||
| Raises qualifications only when it is offered by management or the personnel development department | |||||||
| When setting priorities, he takes into account what is fundamentally important for business and difficult to perform, therefore he strives to do this work himself, and delegates the rest to subordinates | |||||||
| When problems arise, he seeks to overcome them on his own, finds several solutions, knows how to justify the pros and cons of each of them | |||||||
| In case of prolonged stress, he is able to maintain a good mental shape | |||||||
| If a problem arises, first of all, it carefully analyzes the causes and finds those responsible for their elimination. | |||||||
| Colleagues and subordinates often turn to an employee for advice and help, they feel psychologically comfortable with him | |||||||
| In case of problems with the client due to the fault of other people or departments, he immediately redirects him to the culprit of the problem | |||||||
| In difficult situations, easily irritated, can be harsh in communication | |||||||
| Strives to obtain the most complete information about the market, related areas and effectively uses this data | |||||||
| Ability to work effectively in an environment of uncertainty | |||||||
| Does not make mistakes even in small details | |||||||
| Positively characterizes the company and its values in conversations with other people | |||||||
| Ability to admit mistakes and take responsibility for them | |||||||
| Never irritated, never shows negative emotions | |||||||
| Tries to find the same interests and common language with colleagues in solving joint problems | |||||||
| Accepts responsibility for results | |||||||
| Demonstrates a desire to solve customer problems, takes responsibility in difficult situations | |||||||
| Never and in any form criticizes the decisions of the management and the strategy of the company | |||||||
| Does not welcome changes, prefers proven solutions, confirmed by long experience | |||||||
| Always ready to sacrifice his own interests for the common | |||||||
| Does not get lost in a stressful situation, seeks and finds solutions | |||||||
| If problems with the client arose due to the wrong actions of subordinates, he tries to involve them in the solution, teach them how to avoid such situations in the future | |||||||
| Proactive, adjusts the work of his unit in advance to changes in the company's strategies | |||||||
| Sees the relationship and interdependence of different departments and functions in the organization, understands its interests as a whole | |||||||
| Able to analyze opportunities, risks, as well as calculate and plan resources | |||||||
| Never seeks to drag the situation in the direction of his interests in a conflict | |||||||
| Motivates people based on their results | |||||||
| He believes that employees should be professionals and clearly act within the framework of their duties, otherwise people should be parted | |||||||
| He is never partial to people, he always knows how to avoid personal likes and dislikes. | |||||||
| Able to identify and take into account the individuality of the subordinate in the interaction and motivation | |||||||
| Differs in a systematic approach, sees the interests of the organization as a whole and departments in particular | |||||||
| Performs mainly control functions, believes that censure and punishment are the most effective methods working with people | |||||||
| Charismatic, uses the strength of his personality to motivate subordinates | |||||||
| Subordinates have made significant progress since this person joined the company | |||||||
| Forms staff in advance, correctly determines the need for employees | |||||||
| Set up to motivate staff, correctly chooses the ratio of encouragement and censure | |||||||
| Knows how to manage conflict from a position of cooperation, i.e. in such a way that all parties benefit as much as possible. | |||||||
| Organizes training and coaching of its employees, develops people | |||||||
| Able to concentrate on the task, attentive to detail | |||||||
| Knows external environment organizations, competitors | |||||||
| Defends his position, if he considers the interlocutor's opinion to be wrong, tries to shorten the conversation | |||||||
| Shows initiative when the process really needs improvement | |||||||
| In behavior and decision-making takes into account the values of the company and its interests | |||||||
| Always shows initiative, makes rationalization proposals | |||||||
| Takes into account the interests of his unit only, leads competition for resources | |||||||
| Strives to solve the problem as quickly and efficiently as possible, and not always on his own, but with the involvement of experts (if necessary) | |||||||
- - I have no information;
- - always shows up
- - appears in most cases;
- - appears in about half of the cases;
- - appears rarely;
- - never shows up.
Answers to the questionnaire (deciphering the types of questions and competencies)
Questions with reverse scaling: 2, 3, 8, 14, 19, 20, 36, 37, 46, 49. If the answers to the remaining questions are at the level of 4–5 points, then answers to questions of this type should be assessed in 1–2 points. If the answers to questions with inverse scaling correspond to the level of 4-5 in two or more cases, then their reliability is considered as low.
Clearly positive answers to questions 6, 15, 16, 30, 33, 41, 50 indicate high degree the likelihood that they are socially desirable. If there are more than two such answers, it is recommended not to count the results, but to offer to fill out the questionnaire again.
Groups of questions, the scores for answers to which should have a discrepancy of no more than 1 point (two or more discrepancies allow us to consider validity as low): 10–12, 18–22–25, 34–38–40–41, 39–45 , 43–44.
Distribution of questions by competence groups
- Compliance corporate values(questions 1-29, 43-50)
- Customer focus - 11, 21, 26.
- Loyalty to the company, patriotism - 16, 22, 47.
- Orientation to the result, responsibility for it - 17, 20, 24, 49, 50.
- Initiative - 23, 46, 48.
- Adaptability, openness to new things - 27.
- Independence and decision-making skills - 14, 29.
- Understanding the business environment - 13, 19, 28, 44.
- Resistance to procedures and detailed work - 15, 43.
- Stress resistance - 25.
- The desire for communication and communication skills with people in the company - 12, 18, 19, 45.
- Management skills (questions 26-42)
- Current work management - 30, 35, 41.
- Team management - 28, 33, 34.
- Planning - 27, 29, 39.
- Training - 26, 32, 34, 38, 42.
- Motivation - 31, 33, 34, 36, 37, 40.
360 degree evaluation - this is a method of identifying the opinion of the team about the competence of an employee using a survey. At its core, it is a method of collecting feedback to improve the overall performance of the team and its key employees.
The survey involves the person being assessed (most often this is the manager), his subordinates (all or selectively from 3 to 5 people), colleagues with whom this manager interacts in work (3-5 people), senior managers (from 1 to 3 people if they directly interact in the work).
The different categories of employees who participate in the grading of competencies* are called respondents. Sometimes external or internal clients are included in the survey, but they do not evaluate all aspects of the competency manager's activities, but only those that they encounter.
* Competencies are a set of knowledge, skills, personal qualities and motives described in the language of observed behavior, in other words, the language of behavioral indicators.
The 360 degree personnel assessment method is called "circular" assessment. It applies only to those employees who have worked in the company for at least 1 year and managed to build relationships in the team, prove themselves.
Different respondents fill out the same questionnaire, consisting of a set of behavioral indicators, use the same scale for evaluation. Respondents are selected by a personnel officer who is aware of who interacts with whom at work.
Subordinates and colleagues fill out questionnaires anonymously, their scores are averaged and compared with the opinion of the person being evaluated and the opinion of superiors. Thus, it is possible to draw conclusions about the conformity of opinions, to identify the strengths and weaknesses of the leader by summarizing the results. To ensure valid*** results, it is necessary to properly organize the procedure and conduct preliminary work with staff.
***(Validity (English validity) - a measure of compliance with the extent to which the methodology and results of the study correspond to the tasks set)
This methodology personnel assessment allows you to collect information on the level of development of the manager's competencies from different points of view, to predict the picture of his effectiveness in the organization.
We introduce the concept of 360 diagnostics, not assessment, because this methodology is a way of collecting an array of data regarding certain criteria. Diagnosis is the process of recognizing a problem and designating it using accepted terminology, that is, establishing a slice of data as it currently is and identifying areas for development or change.
[ Steps for conducting a 360 degree assessment]
Contact us
Consultation
Setting diagnostic goals 360
Project preparation
Development of questionnaires for developed
and an agreed system of competencies
Determination of the group of evaluators (respondents)
Carrying out diagnostics
Outreach to ensure the quality of the assessment
Carrying out diagnostics (filling out questionnaires)
Project Completions
Formation of the final report
Feedback for drawing up an individual development program
It is important to take into account that 360-degree diagnostics cannot be used as a tool for making decisions on dismissal or deprivation of bonuses. Since the data obtained can be, to some extent, subjective.
Also, don't rely entirely on diagnostic results to make a decision. management decisions for appointment to a higher position. To do this, 360-degree diagnostics must be supplemented with the results of the assessment. independent experts about the potential of the technology officer of the Assessment Center, and most importantly, the performance indicators.
At the same time, 360-degree diagnostics perfectly shows how the assessed employee is able to build relationships in a team and use managerial skills in action. Therefore, this method, in our opinion, is good to use to assess the effectiveness of training and identify the level of development of communicative and social competence.
Requirements for the 360 degree questionnaire
Questionnaire questions should be directly related to the work of a person. Usually they offer to evaluate the specific behavior of the employee. To assess each person, in most cases, you need to answer several dozen questions that characterize various aspects of a person's behavior at work.
It is important to note that the evaluated behavioral indicators must be:
- formulated in understandable language
- be interpreted unambiguously
- be visible to everyone involved in the assessment
The rating scale should be simple and clearly delineated by levels.
It is most correct if the behavioral indicators for competencies are distributed in a chaotic manner in the questionnaire, and then collected into a total score for the competency when processing the results.
Requirements for organizing and conducting a survey
The survey may be conducted on paper or in electronic format.
It is necessary to ensure the objectivity of the assessment and the safety of respondents when filling out questionnaires. To do this, surveys are conducted anonymously.
First option filling out questionnaires - on paper, when colleagues and subordinates gather separately, fill out their questionnaires for a number of assessed and then throw them into a special bin for collecting questionnaires. The urn is sealed, and only checkmarks should be put in the questionnaire. Everyone has the same color handles and everyone sits at some distance from each other.
Before filling out the surveys, the host says a few words about the goals of the survey: improving the personal and corporate performance of the assessed employees with the help of your feedback. After that, he asks to evaluate only those items that the respondents encountered in joint work. The rest must be left out. If it turns out that the questionnaire will be completed by less than 50%, then it will be excluded from the general information array.
In addition, if the questionnaire contains only extreme scores of more than 80%, then this questionnaire will also be automatically rejected. Therefore, if there are less than 2 completed questionnaires from each group of respondents, then the survey will be considered incomplete and it will have to be repeated, possibly changing respondents. The facilitator encourages respondents to provide responsible and thoughtful grading for constructive feedback. He says that this procedure is aimed at improving the quality of interaction in the team and establishing mutual understanding.
Second option organization of the survey - in electronic form using a special . In this case, the video instruction plays the role of the leader.
The questionnaire is automatically sent to each respondent's email. He fills it out at a convenient time for himself in the allotted period, without being distracted from work. Mailing and processing is carried out by an automated program, and confidentiality is ensured by the employee responsible for the HR assessment. Its task is to select respondents in such a way that the person being assessed does not know exactly who took part in the assessment. He compiles lists, uploads them to the program for sending letters and automatically accepting and processing the results. This person himself does not know who and how answered, but receives ready-made comparative graphs and general conclusions.
Using a special one at times saves time, effort of people involved in the survey and processing a large array of data received, and also saves the company money on indirect costs for evaluation.
Pitfalls when conducting a 360 assessment:
- If the objectives of the evaluation are not clear or the respondents are afraid to spoil the relationship, then the evaluation may be formal and not bring the desired information about the strengths and areas of growth for the person being assessed.
- Incorrectly designed questions can lead to distorted results.
- The processing of questionnaires filled out on paper is very laborious and time consuming, the relevance of the information received is lost.
- If the disclosure of information about what marks were given by someone in particular is allowed, a conflict may develop in the team.
- It is necessary to conduct an assessment quite unexpectedly, otherwise, when authoritarian style management, the assessed leader will subject the respondents to psychological pressure, while employees will issue socially expected assessments.
- After the diagnostics, further systemic steps are needed on the part of the company to ensure the development of the employee, otherwise the procedure itself will seem meaningless next time.
- 360-degree diagnostics should be carried out regularly in the company in order to become a feedback tool.When conducting it for the first time, there will inevitably be resistance; with repeated surveys, people begin to perceive this method as useful for themselves and the team.
The ill-conceived use of the 360-degree method can lead to unpredictable consequences. According to the Human Capital Index study conducted by Watson Wyatt in the US and Canada, inefficient use of 360-degree diagnostics can lead to problems in teamwork which will ultimately affect the company's business.
Therefore, engage professional consultants who, together with you, will competently build the entire 360-degree diagnostic system, teach senior managers to give supportive, constructive and developing feedback, develop others in the workplace and develop themselves together with their team.
And a little more about the 360 evaluation method
The 360 assessment is one of the best ways to evaluate personnel. The number 360 means that each employee evaluates all his colleagues in 360. Those, in turn, evaluate him. 360 rating - pretty effective method scores, as it allows you to calculate the average score of each, hence the name - 360.
This assessment reveals both weak and strengths employees who need to be assessed using the 360 assessment.
The indisputable advantage that a 360 rating has is that in the course of applying 360, the assessment of each employee by another is clarified. An important advantage of the 360 assessment is that such an assessment is independent, since the assessment is carried out anonymously for all 360.
The assessment thus clarified makes it clear what to change in order to improve the overall assessment.
That's why the 360 rating is pretty effective.
360 evaluation cost:
A frequent criterion when choosing a 360 degree assessment is the affordable cost of this method.
The cost of conducting a 360 degree assessment at the Association of Business Excellence: from 1000 rubles for 1 participant.
Conducting a 360 assessment:
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