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A 360° evaluation firmin verbrugge ere-algemeen directeur.

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Presentation on theme: "A 360° evaluation firmin verbrugge ere-algemeen directeur."— Presentation transcript:

1 A 360° evaluation firmin verbrugge ere-algemeen directeur

2 A 360° evaluation A 360° evaluation firmin verbrugge ere-algemeen directeur Kijk om je heen in 360°

3 A 360° evaluation A 360° evaluation firmin verbrugge ere-algemeen directeur Kijk om je heen in 360° maar breder dan voorheen

4 A 360° evaluation A 360° evaluation firmin verbrugge ere-algemeen directeur Kijk om je heen in 360° maar doe het gefragmenteerd

5 A 360° evaluation A 360° evaluation zoek de antwoorden op de vragen: 1 ste : Begrijpt iedereen mij? 2 de : Volgt iedereen mij? Geven je een 360° evaluatie = zelfevaluatie firmin verbrugge ere-algemeen directeur

6 What it is about? A 360 degree evaluation, or feedback model, collects and provides feedback on an individual manager's work performance from a variety of knowledgeable sources and stakeholders. In addition to an assessment by the direct supervisor, a 360 degree evaluation model also includes information from subordinates, peers, and customers and a self-assessment by the manager. It is the most comprehensive feedback of overall management style. firmin verbrugge ere-algemeen directeur

7 Remember Your Purpose If your mission is : employee development, Het bieden van ontwikkelingskansen aan werknemers make sure feedback is provided. firmin verbrugge ere-algemeen directeur

8 Remember Your Purpose Remember why you are asking employees to go through the 360 evaluation process. If your mission is employee development, make sure feedback is provided in a confidential, non-threatening manner. If participants feel threatened by getting feedback, they will be less open to receiving it. firmin verbrugge ere-algemeen directeur

9 Delivering Feedback is important You should start planning how feedback will be delivered before you even start gathering data. firmin verbrugge ere-algemeen directeur

10 Delivering Feedback You should start planning how feedback will be delivered before you even start gathering data. The plan should be communicated to those people who will be receiving feedback and perhaps also to those people providing the feedback. Once you are prepared to present the feedback results to participants, keep in mind the suggestions below. firmin verbrugge ere-algemeen directeur

11 Assuming the 360° evaluation Assuming your 360 evaluation program is focused on development, do not provide feedback in a vacuum. Consider hiring professional and neutral consultants who are experienced at delivering 360 feedback and coaching employees to improve. If feedback is negative, it can be demoralizing and counterproductive. Employees should have access to a neutral person who can help them understand their feedback and create a plan for development. If consultants are not in your budget or the scope of your project, make sure employees have a trusted HR person available. firmin verbrugge ere-algemeen directeur

12 Follow up! Plan to follow up with another round of feedback anywhere from 6 to 12 months after the initial feedback is collected. firmin verbrugge ere-algemeen directeur

13 Follow up! How are you going to know if your 360 program is working if you do not follow up? Plan to follow up with another round of feedback anywhere from 6 to 12 months after the initial feedback is collected. This is the only way you will be able to see if employees are benefiting from the feedback they received. Also, be sure to communicate to participants that they will be getting follow-up feedback. This will help create a sense of accountability. In order to ease the burden on respondents, you might want to consider an abbreviated version of the original 360 for the follow-up feedback that focuses on those competencies related to the participant's developmental goals. firmin verbrugge ere-algemeen directeur

14 360° and my leadership styles A 360 degree evaluation, or feedback model, collects and provides feedback (about my leadership styles ) on (my ) individual manager's work performance from a variety of knowledgeable sources ( from my teachers). In addition to an assessment by the direct supervisor, a 360 degree evaluation model also includes information from subordinates, peers, and customers and a self-assessment. It is the most comprehensive feedback of overall leadershipstyles. firmin verbrugge ere-algemeen directeur

15 Managers work Managing people is not a matter of manipulation. It is about working with employees on a partnership basis to achieve the strategic goals of the organisation. firmin verbrugge ere-algemeen directeur

16 Management Definition: The act of getting people together to accomplish desired goals and objectives. the big question: are your leadership styles accepted by the employees, are they effective ? firmin verbrugge ere-algemeen directeur

17 Leadership styles Think about this: Leadership styles guide managers! firmin verbrugge ere-algemeen directeur

18 Transactional leadership style Management by exception passive: Involves setting standards but waits for major problems to occur before exerting leadership behaviour. firmin verbrugge ere-algemeen directeur

19 Transactional leadership style Management by exception active: leaders who demonstrate management by exceptions active pay attention to issues that arise, set standards, and carefully monitor behaviour. firmin verbrugge ere-algemeen directeur

20 Transformational leadership style Is the favoured style of leadership given that it is assumed to produce results beyond expectations. firmin verbrugge ere-algemeen directeur

21 Total quality management (TQM) leadership style Five basic factors define the actions of an effective TQM leader: change agency, teamwork,continuous improvement, trust building and eradication of short-term goals. firmin verbrugge ere-algemeen directeur

22 Total quality management (TQM) leadership style Change agency: is defined as the leaders ability to stimulate change in an organization. Teamwork: the leader is not only involved in establishing teams but also sees to their viability by providing necessary resources and support firmin verbrugge ere-algemeen directeur

23 Total quality management (TQM) leadership style Continuous improvement: the leader must invite continuous improvement into the organization and keep it alive by keeping the goals of the organization up front in the minds of the employees. Trust buildings: involves creating a climate in which employees perceive the organization as a win-win environment. Leaders have to know what motivates employees to operate at levels of maximum effectiveness. firmin verbrugge ere-algemeen directeur

24 Total quality management (TQM) leadership style Eradication of short-term goals: this term refers to MBO ( management by objectives ) this means the elimination of goals that are based on quotas. These goals ( within MBO ) should be focused on process and long term perspective. firmin verbrugge ere-algemeen directeur

25 Servant leadership style Instead of occupying a position at the top of a hierarchy the servant leader is positioned at the cente of the organisation. It implies that the servant leader is in contact with all aspects of the organisation and the individuals. firmin verbrugge ere-algemeen directeur

26 Situational leadership style The basic principle underlying situational leadership is that the leader adapts his leadership behaviour to the employees maturity and on their willingness and ability to perform a specific task. firmin verbrugge ere-algemeen directeur

27 Instructional leadership style Instructional leadership can be defined as those actions that a leader takes or delegates to others to promote growth in employers learning. firmin verbrugge ere-algemeen directeur

28 Transactional active Transactional passive Transformational coaching Transformational charisma Decresses stress Distructive Participating firmin verbrugge ere-algemeen directeur

29 The questionaire YESyesnoNO 4321 1the leader helps the employees to achieve their goals0000 2 the leader demands utmost confidence in her/ his decisions0000 3 the leader lays down the goals of the employees0000 firmin verbrugge ere-algemeen directeur

30 The results transact pastransact act transform coachtransform chardecrease stressdestructiveparticipating 9,51616,517,5185,517 firmin verbrugge ere-algemeen directeur

31 The graphic overview firmin verbrugge ere-algemeen directeur

32 Overview employees / leader / standard firmin verbrugge ere-algemeen directeur

33 Do not provide feedback in a vacuum: - Feedback can be very demoralizing if it is negative. Often, feedback includes indications of both strengths and weaknesses, and it is easy for a recipient to focus on the negative, even if he or she is generally doing a good job. - So, help directors to identify their strengths & weaknesses and create a development plan that helps the director to act more effective. firmin verbrugge ere-algemeen directeur

34 A 360° evaluation A 360° evaluation Hartelijk dank voor jullie aandacht ! firmin verbrugge ere-algemeen directeur


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