What Is 360-degree Feedback

Understanding 360 degree Pavica Barr – Principal Consultant, appraisal RightCoutts RightCoutts Anthony Owens – Organisational Development Advisor, Leeds Teaching Hospital Charles Jones – Principal Consultant, RightCoutts

Overview  Part 1:  Introduction to 360 degree feedback approach

 Part 2:  Lessons learned from the practical application (Pilot)

 Part 3:  Building on the lessons learned - new tool design and development

RightCoutts Management Consultants  The world’s leading organisational consulting and career transition firm  Recently merged with The Empower Group  Global and local reach  Thought leadership – Global professional network  Extensive experience of 360 degree feedback design and implementation (High Tech – High Touch)  Extensive experience of working with the Health Service across Europe and with the NHS in the UK Gold Award for RightCoutts and Harrogate Healthcare NHS Trust at the Management Consultancies Association Awards 2004 in the Business Strategy Category

What is 360 degree feedback?

360-degree feedback is a systematic process of gathering information about an individual from a variety of useful sources in a confidential manner. This information is then fed back to individuals to support development and continuous improvement.

How different is the 360 feedback process from other tools?

 Multi-rater tool  Multi-purpose: individual, team and organisational development  Measures leadership qualities broken down into detailed behaviours  Rating scales are used to show perception of how often leadership behaviour occurs; open ended comments  Individual feedback report discussed with a trained facilitator

Benefits  Individuals:  Increased self-awareness  Discovering the blind spots  Understanding the strengths  Taking ownership and control for own development  Team/ Organisation:  Improved communication  More open culture  Improved team working and mutual understanding  Improved leadership skills/ capabilities

Pitfalls Poor communication Lack of clearly defined purpose Lack of support from the top Failure to meet increased expectations Lack of supporting processes to enable continual development  Poorly delivered feedback session  Lack of alignment with other initiatives     

Anthony Owens Organisational Development Advisor Leeds Teaching Hospital

The Future – applying the lessons  How we saw our brief  Building on Anthony’s experience – making the questionnaire and process more effective

 General Principles  Reflect the Leadership Qualities Framework  Reflect the roles  Improve content, I.e.:      

Avoid multiple questions Avoid jargon or slang Simplify English Avoid masculinity/seniority in language Avoid repetition or duplication Avoid judgemental phrases

 Worked in consultation with NHS Leadership Centre & EIS practitioners, conducted statistical analysis, used our experience & expertise  Pilot phase – 50 participants

Example question  Old Version  “Shares information with partner organisations and resolves conflict through clarifying understanding to establish common ground”

 New Version  “Shares information readily with stakeholders and partners”

“How might I engage?”

 Got to the web site – www.nhsleadershipqualities.nhs.uk  Goes live 1st April 2004

 Contact the Leadership Centre  RightCoutts Help line – 0207 484 1877 or [email protected]  Service standards  Six week guaranteed turn around

 Affordable service  Cost £45 – normal commercial rate £150

 Finding a Facilitator – becoming accredited

Where to find the site

Filling the questionnaire on-line

Report Format

The Future – research and innovation  Enhancements to Practitioner Training – “pin out of a hand grenade”  Introduction of role-specific questions  I.e. Nursing version, Finance version, etc.

Statistical analysis of data – and making use of it Qualitative feedback from Facilitators and Participants Integrate 360° with Performance Management, Succession Planning, Career Management, Organisational surveys  ‘Pulse’ follow up – building on development  IT Advancements  Ultimate Aim:   

A process without a process – the open organisation

Any Questions?