Performance Evaluation - Are you 360° ready?
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Some years ago I completed a survey in which information
was gathered on performance evaluation for Chief Staff Officers.
I discovered that about half the respondents were receiving annual
evaluations. Of this group, one third were dissatisfied with the
evaluation process in which they had participated. In general,
there was a lack of policy and process to support the evaluation
of not-for-profit executives and, in some cases, even where policy
existed there was no guarantee evaluations would occur. This survey
suggests opportunities for significant improvements exist.
Recently, one Board decided it wanted its association to have
a competency-based performance system using a 360° feedback
process. Why? Several directors on the board were familiar with
this approach as it was utilized in their respective private sector
organizations and they believed it could be effective for the
association. For some associations, moving from next-to-nothing
in performance evaluation to using 360° feedback would be
a quantum leap. Therefore, readiness in terms of development and
sustainability is important.
Are there challenges and mixed results that need to be considered
in implementing this approach? Absolutely. These should be considered.
I will highlight some, but it would be prudent to first provide
some background on competency-based performance and 360° feedback.
A competency-based performance system is linked to the total
human resource process where job descriptions have been based
on identified competencies for each position. All work is related
to strategy and the competencies necessary to pursue the strategies.
Included in this process are indicators of success upon which
the individual or teams will be assessed during the performance
evaluation process.
Competencies include the skills needed
to do the job, knowledge required to
understand the related facts, concepts and theories, and attitudes
which include values and other factors that influence decisions
and actions.
Competency-based assessment provides a framework by which the
gap between present proficiency and established performance standards
is determined. The gap helps to focus discussion - recommended
training and development strategies may be identified and agreed
upon by both parties during the review.
The 360° feedback is a full-circle overview of a person's
performance. Instead of a single assessment from the supervisor,
a person also receives feedback from many sources through such
things as direct reports, and a self-assessment. The full 360°
feedback assumes that feedback providers are those who know the
person best and part of the employee's circle of work related
activities. Different perspectives provide a broader look and
helps individuals identify where specific professional growth
is required. At times, the performance review can become too generalized,
because the supervisor or Board Director has rarely observed the
employee with suppliers, members or other colleagues outside of
the office or Board meetings. The 360° feedback process ensures
these observations and comments are part of the overall performance
appraisal. Research has shown that the reliability, fairness and
acceptability of the feedback process increases when input is
drawn from multiple sources. Information is gathered through the
use of questionnaires which are compiled into reports and become
part of the review.
Some of the qualities/attributes questions that may be in a questionnaire
for a chief staff officer are:
| This Individual: |
Response Categories: |
| § Uses sound judgement and decision-making |
§ Most of the time
§ Yes, but could improve
§ Not usually
§ Have not observed this behaviour |
| § Encourages innovation and creativity
|
|
| § Develops plans, is well organized and
monitors results |
|
| § Effectively delegates with good follow-up
and control |
|
| § Demonstrates effective written and oral
communications |
|
| § Effectively uses his/her time |
|
| § Maintains good working relations with
others and develops and shares knowledge |
|
| § Demonstrates effective leadership and
nurtures a culture of continuous improvement |
|
In addition to the above, comments/opportunities for improvement
are usually noted.
Those using the 360° feedback questionnaire cite the following
potential benefits:
- Participants get a fairer and well-rounded impression of
how their work is viewed by others. This valuable information
can be applied to improving their effectiveness on the job.
- Supervisors get an overall perspective about a person's knowledge
and skills and, consequently, develop a more accurate training
and development plan for each individual.
- Peers and direct reports get an opportunity to share concerns,
which helps them contribute to constructive changes in their
work environment. At the same time, they can confirm positive
behaviours that do not need attention.
- Team members can use the information to identify and prioritize
team development needs. Therefore, the process improves teamwork,
increasing abilities in problem solving.
- The organization can develop appropriate knowledge and skills
to consistently reflect strategy and review performance. Progress
on development can be monitored using the 360° feedback.
The use of 360° is on the increase in the private sector
and is being used more frequently in the not-for-profit sector.
Chief staff officer positions are usually the first to experience
360° and its use is now spreading to other staff positions.
Senior level students in the senior Association Management Education
(AME) program indicate that their experiences with 360° have
not been very successful. Their comments and other shortcomings
that have bee noted include:
- In the case of the Chief Staff Officer, perceptions of Board
members on the evaluation team are questionable, as most have
limited views of the Executive Director's performance. Also,
an ineffective or incompetent Chief Staff Officer can hide problems
from the Board more readily than from staff.
- The quantitative nature of the questionnaire tends to attribute
the same level of importance to all activities. A Chief Staff
Officer can do a great job in improving the image of the organization,
membership levels may be up and staff morale high, but financial
mismanagement may shut the organization down.
- Using a point ranking system can be dangerous as one or two
negative grades would hardly affect the "grade point".
- Staff can feel uncomfortable rating the boss or others whose
work they know little about.
- Staff under pressure to improve performance can retaliate
by providing damaging feedback about their superior.
- In order to obtain constructive suggestions a stable trusting
environment is required before proceeding.
- Personality conflicts, difference of opinions and other office
politics can be counterproductive and negatively reflect on
the outcome.
- Training with ongoing reinforcement and information on position
expectations, is required to offset personality contests.
- When poor ratings are provided, suspicion and tension between
co-workers and others can occur which affects productivity,
morale and staff turnover.
- The first experience is stressful and most don't enjoy this
or any form of personal evaluation.
A common message is that without laying a solid foundation,
the entire experience may well be superficial and counter-productive.
Nevertheless, the value of using this type of tool outweighs its
shortcomings – it can be productive when successful processes
and tips are followed.
Successful processes employ three phases that address design,
implementation and evaluation. A competency-based questionnaire,
applicable to the individual, is important, as is training on
how to provide and receive feedback. Action plans and user assessments
help develop competencies and support improvements in the process.
Before deciding to implement 360°, a readiness assessment
may identify other conditions that need to be rectified to assist
with successful implementation.
360° Tips for Implementation and Sustainability
- Consider the tool as one of the contributors to the discussion
and do not use a points system.
- Focus on helping the individual develop in order to meet
expectations linked to competency and performance objectives.
- Guarantee anonymity where possible and suggest a minimum
of three questionnaires for each staff member. Selection should
be based on work flow and interaction and should be selected
by the individual and the supervisor.
- Use quality and attribute statements, adjusted to reflect
each position's success and objectives in the questionnaire.
- Provide individuals with ongoing training and information
on how the system works.
- Ensure the intention of the system and the standards applied
are consistent and acceptable to employees.
Associations are usually small organizations with limited resources.
They should first look at basic evaluation models that embrace
all of the core characteristics of effective evaluation practices
and are efficient and effective in terms of implementation and
ongoing operations.
The selected model should provide essential information for making
strategic decisions about employee advancement, retention or termination
and compensation, and should provide employees with a sense of
their contributions and value. The model process should also result
in identification of areas requiring development and meeting policy
expectations.
Hopefully, this information has provided you with some insight
into the use of 360°. Prior to making any changes in your
evaluation practices, research and assess readiness for change.
You can start by visiting these sites or by searching for 360°
feedback.
HR-guide.com
http://www.hr-survey.com/360Feedback.htm
Free Management Library.
http://www.mapnp.org/library/emp_perf/emp_perf.htm
This column features innovation and practical solutions applied
to challenges, trends, issues, and opportunities for the association
community. Column editor Jim Pealow, MBA, CMA, CAE is a consultant
and the Association Management Education Program Lead Instructor/Coach
for CSAE. He can be reached at jim@amces.com.
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