Post on 01-Nov-2014
description
USP-D
USP-D Deutschland Consulting GmbH 360feedback – profit and effect through team and group reports www.usp-d.com
360feedbackadded
value
resultsHR
managementteam
stakeholders
profit
group report
improve
output
performance
comprehensive
team report
effect
strategy
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AGENDA/KEY POINTS
1 Context
2 Group Report
3 Added Value
4 Discussion
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PODIUM PARTNERS
Uta Stiene Magnesita, Personnel Development
Angelika Ehms Ferrostaal, Personnel Development
Carmen Klann USP-D, Senior Consultant - 360feedback expert
MODERATION
Petra Schulte USP-D, Managing Director
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LOCALISATION
360feedback means management-diagnostic from a multi-perspective.Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is
the catalyst of behavioral change.
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GROUP REPORT GENESIS in a Nutshell
1998
2001
2003
2005
2008
360feedback
in USP-D
360feedback
web application
5 years of
relevant data
� 1st group
report for
individual
customers
standard group
reports on
demand for all
customers:
comparisons +
peculiarities
special group
reports on demand
Clusters: regions,
functions, positions,
groups,
competences
� hypotheses +
recommendations
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HR Initiatives and Issues for 2011 – 20120% 10% 20% 30% 40%
Talent/performance systems
Streamline processes/systems
More involvement in strategic business-driven issues
Recruiting/staffing services/systems
Upgrade HRMS
Reporting/analytics
Compensation/benefit services/systems
Training
Systems integration
Define human capital metrics and dashboards
New HRMS
Accuracy of data
Manager self-service
Payroll/time management services/systems
Cost
Employee self-service
HR website/usability
Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa.
More than half (55%) are global or multinational companies..
360feedback
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5 MYTHS and MISCONCEPTIONS
MYTH1. 360 surveys only work in big companies.
2. 360 surveys aim to control the
managers and enhance distrust and
fear. They lead to consequences.
3. 360 surveys are a complete feedback
process and replace PDA.
4. 360 surveys are a change.
5. Conducting 360s needs a mature
organization and does not fit in a
change process.
MYTH1. 360 surveys only work in big companies.
2. 360 surveys aim to control the
managers and enhance distrust and
fear. They lead to consequences.
3. 360 surveys are a complete feedback
process and replace PDA.
4. 360 surveys are a change.
5. Conducting 360s needs a mature
organization and does not fit in a
change process.
TRUTH1. Not the WHERE - the WHAT FOR counts
2. Conducted with care you support a
positive feedback culture + enhance
commitment.
3. 360 results without context + transfer
� no positive effect
4. 360 = tool
Development + change = processes
5. 360 surveys need a clearly defined
purpose. Repeated in reasonable
intervals they support change.
TRUTH1. Not the WHERE - the WHAT FOR counts
2. Conducted with care you support a
positive feedback culture + enhance
commitment.
3. 360 results without context + transfer
� no positive effect
4. 360 = tool
Development + change = processes
5. 360 surveys need a clearly defined
purpose. Repeated in reasonable
intervals they support change.
www.usp-d.com
360feedbackUSP-D
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THE TYPICAL PROCESS
� What should be achieved?
� Who are the main beneficiaries?
PURPOSE
DEFINITION
360FB
COMPLETION
DEBRIEFING
PHASEGROUP
REPORT
DEFINITION
REPORT
REFLECTION
TRANSFER
REVIEW
Analysis Areas = Cluster Definition
Reasonable Repetitions:
� relevance
� effect
� change
MT or HR: Short to long
term action plan for
‘change’
� 1 cumulated picture for the
team: trust + commitment
� N cumulated pictures for the
organization:
understanding + growth
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REPORT SECTION
Management SummaryHighlights/Lowlights, Development Areas, Ranking of Competencies
Demographic/Statistical SummaryStatistical Distinctions and Development
Main ReportComparison: Competencies, Target Groups, Stakeholder Groups, Timeline � Interpretation and Recommendation
Development PortfolioRecommendations, Measures, Planning,Priority Indication, Hypotheses
Customers’ key interest: No figures and tables but Hypotheses and Recommendations!
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Feedback Accumulation - ADDED VALUE
AbilityAbility MotivationMotivation OpportunityOpportunityPerformance = x x
Individual Report,
Feedback
Team Debriefing
Group Report
Measures Definition
����Programs
Cultural Campaigns
���� Trust, Climate
Organizational Issues
���� Change Necessities
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Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers)
0% 20% 40% 60% 80% 100%
detect success barriers (strategy)
anchor performance criteria
link indiv. leadership to team/org. dev.
align business strategy with HCM
identify changes in management style
optimize cooperation
industry benchmarks
Referring to 2010-2012, Status 09 20 2012, 39 organizations
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Group Report - ADDED VALUE for HR (Feedback from Customers)
Referring to 2010-2012, Status 09 20 2012, 39 organizations
0% 20% 40% 60% 80% 100%
program effectiveness (gmt. Dev.)
talent management (needs/design)
organizational development
identification of survey areas
integration of company values
success evaluation PD processes
HR planning/forecast
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DISCUSSION
� What are your experiences with surveys (here: group reports) so far?
� What is from your perspective part of an effective group report?
� How should the board/management deal with survey results?
� How would you like to be supported in reflection and transfer?
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Looking forward to seeing you!
Visit us in 11.3 , at U.20
Petra Schulte
USP-Dwww.usp-d.com
Your questions...