High Performance Development Model 360 Degree Feedback Process Respondent Orientation

 Review 360 Degree Feedback Process  Explain Survey Software  Discuss Your Role as a Respondent  Using the two scales  Writing effective comments  Show the End Result Orientation Agenda

"A high or low score didn't predict a scientist's ability to invent Teflon, but what the feedback did was really improve the ability of people to work in teams. Their regard for others, and behaviors that were damaging and self-centered, are what changed." William J. Miller Research Supervisor, DuPont The Goal of a Feedback Process

Review of the 360 Degree Feedback Process 1

Purpose:  Providing the foundational tools and support structure  Reinforcing skills/behaviors that are key to individual success and to VA as a whole  Using behavior-based competencies to provide a common language for development Strengthening Development by:

High Performance Development Model Personal Mastery Technical Skills Interpersonal Effectiveness Customer Service Flexibility/Adaptability Creative Thinking Systems Thinking Organizational Stewardship

What is Feedback? Communication of information about behavior or performance in a way that enables receivers to use it to their advantage and benefit.

360 Degree Feedback Supervisor Peers Direct Reports Team Members Internal/External Customers Employee “Self”

360 Degree Feedback Process Focuses on 8 HPDM competency categories Maintains anonymity of ratings Uses outside consultant for processing Provides user-friendly tools and training Provides a development approach Features

360 Degree Feedback Process Identify Respondents (Nomination List) Gather Feedback Data (Feedback Survey) Receive and Interpret Feedback (Report and Coaching Session) Develop and Implement Action Plan (IDP) Feedback Cycle

Feedback Survey Software 20/20 Insight Web Response 2

360 Degree Feedback Survey How you will assess...  Go to 20/20 Insight web site with customized instructions  user id  password  This enables you to assess each person on all competencies and behaviors  Effectiveness  Importance  Comments  Data is then transmitted to The TEAM Approach for confidential processing

123456N Minimally Effective Moderately Effective Highly Effective Not Observed/ Not Applicable For each behavior consider...  How well do you think the person demonstrates this skill/behavior?  To what extent do you think the person has a need to develop this behavior? How effective is this person in…. Using the Effectiveness Scale

Minimally Important Moderately Important Highly Important For each behavior consider...  How important is this behavior to the person’s successful performance of his/her duties?  How important is this behavior in creating an effective working relationship with you? Using the Importance Scale How important is this behavior to success? N

1.Similar-to-Me / Not-Like-Me Tendency to up-grade rating of people like you, and down-grade the rating of people who differ 2.Not Enough Information Predicting ratings when the behavior has not been observed Common Rater Pitfalls

3.Differences in Rater Temperament Being overly easy or overly critical Avoiding the extremes 4.“Halo” Effect/“Hoof and Horn” Effect Making generalizations from one aspect of a person’s performance to all aspects Common Pitfalls, cont.

5.Recency Over-emphasize recent occurrences, either favorable or unfavorable 6.Leniency Reluctance to assign adverse ratings for fear of being confronted or “found out” Common Pitfalls, cont.

Quality Feedback Tips  Separate each behavior  Consider trend or pattern over several months  Don’t assess someone when you are tired, stressed or angry  Consider the entire 6 point scale when assessing  Use “not observed/not applicable” when appropriate Strive to give a balanced assessment...

Writing Effective Comments 3

Providing Helpful, Honest Comments Phrase comment so that participant will know whether to start, stop or continue Recommend specific actions Comments will be attached to the specific behavior and will be verbatim This person should start, stop or continue: “Start...” “Stop...” “Continue...”

Guidelines for giving feedback -“When you disrupted the meeting” -“people felt uncomfortable” - “as a result, they stopped contributing” -“Please consider the effect of your comments on others” ehaviorutcomeonsequencesctions Feedback Model

Inappropriate or Ineffective Comments  “You never think of anyone but yourself”  “You’re too high-strung and negative”  “You have a bad attitude”  “You’ve been a big disappointment in this area”

Appropriate and Effective Comments Positive:“Whenever I need to discuss a key project with you, you always take time to talk with me about it. Your input makes a big difference in the quality of my work, and I hope you’ll continue to make time available for me.” Constructive:“Sometimes when you’re pushed with a deadline and I enter your office, the look on your face says I’m bothering you. I tend to back off at that point. Please let me know when you don’t want to be interrupted.”

Feedback Exercise Practice Writing Effective Comments

Practice

Guidelines for giving feedback ehaviorutcomeonsequencesctions Feedback Model

Receiving the feedback 4

 Computer-generated report designed to display overall feedback data  Compares Importance and Effectiveness scores of each of the survey items  Provides averages on each competency for each respondent group  Provides written, verbatim comments from respondents  Provides comments from two open-ended summary questions Feedback Report

Distribution: These numbers indicate the number of people from all relationship categories combined whose rating was at this level Effectiveness Scale: This number is the average rating from all people who provided ratings in these relationship categories Average: This number is your average score from all relationship categories except self Importance Scale: This number is the average rating from all people who provided ratings in these relationship categories

Comments: Presented in random order, verbatim, with each item.

Development Planning Based on the feedback report, subjects will be able to...  Identify development priorities and strengths  Create a development plan  Take action to implement development plan  Review progress against plan

Assessment Timeline/Information 5

Orient Raters Orient Raters Complete Surveys Deadline Complete Surveys Deadline Distribute Feedback Reports Distribute Feedback Reports IDP Session For Subjects IDP Session For Subjects Project Timeline Nominate Feedback Providers Develop Action Plan Ongoing Orient Subjects

Have a question, comment or concern? Call: Survey Team 800/ (Eastern Standard Time)