Blog Carmen Klann Take the Sting Out of the 360 Degree Feedback Process Everybody agrees with the statement that constructive feedback is very worthwhile and tremendously crucial for every individual and especially for employees to develop further. All too often, there are things that we simply aren t aware of, or we act with good intentions but the reactions are not what they were expected to be. It is clear that feedback is a good instrument to achieve a balance between self-perception and the perception of others, but what happens when people distance themselves from this theoretical approach and toy with the practical approach? The 360 Degree Feedback Process, an intensive feedback instrument, offers a wonderful platform for discussing the good and the bad in the context of feedback. When you look at the instrument more closely it becomes clear relatively quickly that a whole range of demands and uncertainty can result from the many different people who are affected by the process. The listing of some typical worries or obstacles related to the 360 Degree Feedback Process from different perspectives gives an insight into the multidimensional nature of the challenge: Worries and presuppositions from the feedback receiver s perspective: Worry: What really happens with the results? If it is an indirect assessment of my management style, I would rather only include people who are well disposed towards me. Advice: As the instrument is always burdened with lots of uncertainty, no business can promote 360 Degree Feedback as just for personal reflection and development if it is also being used indirectly for something else. If it is to be used as an assessment, then that has to be communicated openly. However, in any case the question is raised as to how it will help the feedback receiver s personal development. Is it critical feedback that they can use to grow further or is it just a positive result for the pigeonhole? Whoever wants to grow as a manager should not miss any change to receive feedback. 1
Attitude: Afraid of one s own blind spots what good can come of that? Will I be weakening my management position? Advice: There is no greater strength than being able to talk about one s own weaknesses openly and demonstrate that you would like to genuinely develop further. A lot can be achieved by showing that feedback is important and worthwhile. Managers should also be a role model in this regard. In the long run, masking one s weaknesses will never work. However, it is important that you don t forget about the process and just carry on like before. The feedback process is also difficult for employees, because later on they have to personally take a position on the results. Employees are very disappointed when they believe they are giving open feedback and then see afterwards that nothing has changed and that in the worst case scenario they could even be disciplined. With this sort of disregard, as managers you are running the risk of permanently losing your relationship of trust within your departments. On the other hand, open communication that is taken seriously has positive effects. Worry: How do I cope if the criticism is visible to everyone? Advice: Congratulations! Everything that is visible and talked about openly can also be worked on. If criticism is made visible in the Feedback Process, it was already being made, but it was hidden and concealed. It is only when criticism is hidden and not openly discussed that those criticized can do nothing to change. Instead, they suffer the negative effects. Therefore, at this point I can only invite you to make use of the process whenever the opportunity presents itself. Worries and presuppositions from the feedback giver s (employee s) perspective: Worry: What is the point? I can obviously be identified. Response: As these processes are generally carried out through external institutes, people are not traced to their individual responses. Of course, when there is a dialogue between the feedback receiver and the group of employees giving the feedback, it is worth coming out of the shadows and putting some faces to the anonymous crosses in the questionnaire. This requires some courage. However, it does not often happen that there is a chance to place the small and big issues in a direct dialogue. What chance does a manager have of changing their behavior, if they do not receive any open, constructive feedback after requesting it? Worry: I can t just tell my boss what I think of him. It can only have negative consequences for me. Response: If a manager introduces such a process, it is because they want a response. When giving feedback, it is important that it is reported back constructively. The aim is not just to chip away at somebody s image, but rather to point out behavior that disrupts 2
cooperation. The opportunity to talk about such topics openly is a big chance to improve teamwork. For that, it is important for those giving feedback to enter into an exchange as openly as possible. Only when you know how certain behavior is received by others you can try to change it. In this situation and in cases of doubt, saying nothing only leads to everything staying the way it is. It is very rare that day-today business offers the chance to talk about it. Therefore, you should grasp boldly at the chance to address the important topics with the right words. Worries and presuppositions from an HR perspective: Worry: What are managers supposed to think about us assessing their management style? Response: From an HR standpoint, the question must first of all be answered as to what this process is supposed to be used for. Will it help to improve management styles within the organization or make management styles measurable so that they can use it to help select the right people if they need to? According to the intended goal, this must be communicated within the organization and consequently implemented. The 360 Degree Feedback Process offers a very good basis for beginning a discussion about management and where that very management takes place. However, this process is also linked with uncertainty, which it seeks to minimize by clear communication of the intentions. Moreover, the process offers the chance to visibly increase the importance of management within the organization. That which usually goes hand in hand with specialist knowledge will come into focus. This is an elegant and efficient lever which can help establish a contrast to the topic of management. A neatly introduced process also helps to improve the feedback culture within the organization. Question: How do we get it through the works council? Answer: In cooperation with the works council, timely involvement is crucial. The works council serves primarily to protect the workers. Here it is necessary to demonstrate what the intention of the process is. It is also necessary to clarify how you intend to make sure that the rights of individual employees will be protected and that there is no danger of being indirectly identified. Question: How can we implement the instrument in such a way that it is of maximum value and the risks remain as low as possible? Answer: Again, what is key here is the question of a neat process and transparent communication. The following questions must be answered: Why should this instrument be implemented? What is the goal and what is the benefit for the different parties involved? What exactly does the process entail? What happens with the results? It is of vital importance that the instrument is not perceived purely as an HR tool, which 3
unfortunately is often the case. It must be credibly conveyed why everybody involved is important for the success of the instrument, and how each person can and should participate, for which purpose. Worries and presuppositions from the perspective of the works council: Worry: How can we be sure that the employees involved who are evaluating their superiors will really remain anonymous? Response: Provided that the process is carried out through an external company, there will be no personalized data that can be matched. To be safe in this regard, you should make sure that the process steps and responsibilities needed are pointed out exactly. Transparency within the process and the participants helps to ensure clarity concerning the safeness and fairness of the process. Worries and presuppositions from the perspective of senior management: Worry: We have just restructured. Will this cause even more chaos? Response: Even during periods of great uncertainty within the organization, the 360 Degree Feedback Process can ensure clarity. In good times, weak management is less decisive than in difficult times. The current chaos is an aspect that influences all processes. The only difference is that such a process can channel this uncertainty, and underlying fears and obstacles get a platform where they can be discussed and worked upon. Attitude: If managers don t speak to their staff in the first place, such a process won t help either. Answer: The pressure of day-to-day business is so enticing that many managers steam straight ahead into the ever-present professional challenges and don t always pay the right amount of attention. With an explicitly developed process targeting the topic of management, you can bring it to the centre of everyone s attention. As it is proven that good management skills have a massive influence on operating efficiency, it is more than advisable to give the topic of management a platform to give it the importance it deserves. When the different concerns are listened to and worked on, the benefits are all the more compelling Noting the various fears and concerns of different target groups makes it clear that everybody involved has uncertainties in one way or another. Therefore, there are many supposed reasons to steer clear of 4
360 Degree Feedback. The answers to the questions, however, demonstrate that the exact definition of the process and clear communication are key in laying these worries to rest. Management can only be developed when improvement is openly discussed through a consistent comparison of expectations and attitudes. To establish that within an organization, the 360 Degree Feedback is a worthwhile tool that benefits everybody involved. An organization with a genuinely open feedback culture may not need this instrument, but what organization can really happily say that they already have that? It is possible to develop a feedback culture, but this needs clear options for practice so that it can become an integral part of the business. Of course, it needs courage and clarity, but the immensely positive aspects should not be left idle. Author: Carmen Klann carmen.klann@usp-d.com USP-D Deutschland Consulting GmbH Moltkestraße 101 D-40479 Düsseldorf Tel. +49 (0)211 913 697 00 Fax +49 (0)211 913 697 10 office.duesseldorf@usp-d.com USP-D Consulting GmbH Winckelmannstraße 8/6+7 A-1150 Vienna Tel. +43 (0)1 585 55 94 Fax +43 (0)1 585 62 26 office.wien@usp-d.com www.usp-d.com 5