360 Feedback

A Guide to
Interpreting Your Results
360guide.ppt

Page 1

Introduction &
Process Overview
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 2

Objectives
An enhanced understanding of your
Leadership Behavior:
Your strengths and opportunity areas
How self-aware you are of these areas and
how your behavior affects other people
How you compare with others at your own
level in the organization

A commitment to action:
Begin to build an action plan that will be
shared with your manager, and integrated into
your individual objectives in the next PMP
process
360guide.ppt

Page 3

A Brief History of 360o Feedback at

PepsiCo
Why a New Leadership Model?
Compelling Offer Survey: Administered in Dec/Jan 2000 to Band 1+
across PepsiCo
Respondents said Manager Quality was the second most
important job attribute in their decision to JOIN PepsiCo or STAY
with PepsiCo
Q4 Initiatives

HRIS

Manager
Quality

Building
Careers

- HR Architecture - Leadership Model (360) - Promotion

& Web Platform - People Results on
Opportunity
PDR
- Recognition
- Manager Training
360guide.ppt

Employment
Offer
-

Comp
Re-Design

Flexible Work - Base Pay

Internal Equity - External Equity
Hours
- Stock Options
Diversity
Page 4

A Brief History of 360 Feedback at

PepsiCo
In 2001,
the model was enhanced and refined
to meet the challenges of the new PepsiCo:
New senior leadership, the integration of Quaker, and
ongoing efforts to improve manager quality and
make PepsiCo a great place to work through Q4
initiatives
Based on very broad sources of input from senior
executives across all divisions to interviews and focus
groups with front line supervisors

360guide.ppt

Page 5

What 360 Feedback Measures

Our 360 feedback survey is based on the
Enhanced PepsiCo Leadership Model
Describes the competencies and behaviors that we
want all of our leaders and managers to
demonstrate
Focus for 360 is on the 17 competencies
comprised of 58 specific behaviors

Your 360 results show you how your

leadership behavior is perceived by
individuals that you work with on a day-today basis
360guide.ppt

Page 6

The PepsiCo Leadership Model

Leadership
Imperatives:
SETTING
THE
AGENDA

TAKING
OTHERS
WITH
YOU

SETTING
DOING
IT
DOING IT
THE
THE
THE
AGENDA
RIGHT
WAY
RIGHT
WAY

360guide.ppt

Success
Factors:

Competency
Dimensions:

Planning

1. Thinking Skills
2. Innovation
3. Strategic Focus

Execution

4. Establishes Priorities
5. Drives for Results

Courageous Leadership

6. Change Leadership
7. Motivates Others
8. Collaboration

People Development

9. Builds Talent
10. Inclusion
11. Supports Others

Savvy Communication

12. Communicates Productively

13. Negotiation

Integrity

14. Inspires Trust

15. Walks the Talk

Operational Excellence

16. Knows The Business

17. Functional Excellence

Focus
for
360

Page 7

How is 360 Feedback Used at PepsiCo?

Your 360 feedback results are intended
primarily for your development and growth as
a leader and manager
You, your manager, and your HR representative will receive
a copy of your feedback report
You are responsible for reviewing your feedback with your
manager to help you build an appropriate Career
Development Action Plan (CDAP)
Schedule a meeting with your manager promptly after
receiving your results and BEFORE Focal Point Review in
February.
Review results with secondary/functional manager as
appropriate
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How is 360 Feedback Used at PepsiCo?

However, recognize that your results are also
inputs into other HR processes.
One of the many sources of data your manager may
use in assessing your people management and crossdepartment teamwork skills in the new People Results
section of the PDR
One source of data used in People Planning meetings
or when you are being considered for a potential new
role, to validate a strength or development need
Your results combined with others (e.g., in your
function or department) may be used to determine
future training and development curriculum
360guide.ppt

Page 9

360o Feedback Linkage to Core HR

processes
Objective Setting

We Are
Here

Employees set Business and

People Results performance
objectives for the year;
Career Development Action Plans
created

Mid-Year Review

Discussion with manager

regarding progress on
objectives, development
plans, career interests,
and other related topics
360guide.ppt

meeting to review performance

against prior years Business and
People Results

People Planning

360 Degree
Feedback
Identify strengths and
opportunity areas
for development based
on the 2001 Enhanced
Leadership Model

Performance &
Development Review Formal

Organization and individual

talent review-assess bench
strength, potential moves,
diversity scorecard, career
interests, leadership and
functional excellence, key
experiences

Page 10

360o Feedback Linkage to Core HR

processes

Focal
Point
Objective
Setting
Mid Year
Review

360guide.ppt

Career Development Action Plans

(CDAP)
- CDAPs used to capture development
objectives identified in 360o feedback
- Input into My Competencies Where
Am I Now?
Performance & Development Review
(PDR)
- One source of input for evaluation of
People Results
- May drive a Personal Development
objective on People Results section
- CDAP is reviewed for progress on
development objectives identified
from 360o Feedback Process
Career Development Process

Jan

Feb
JanFeb
July

Page 11

The PepsiCo Career Growth Model

Business Contributions
Proven Results
Business
People

360o

Opportunities

Career
Growth

+
Personal Capability
Leadership Capability
Functional Excellence
Knowing the Business
Cold
Critical Experiences

360guide.ppt

Company Support

Winning Culture
growth mindset
opportunity to impact

Feedback and Coaching

Recognition of performance
Opportunities to learn and grow

Talented Colleagues

Effective HR Processes and Systems

Page 12

Detailed Overview of the 360

Feedback Process
Registration

Required for all

Band 1+
individuals
across all
divisions
PBI & some
divisions
included
employees
below Band 1
Steve
Reinemund and
all of the division
presidents
participated
600 individuals
registered for
2001 cycle in
PBI

Nomination

New online
nomination
system launched
where
participants
selected their
manager,
secondary
manager, direct
reports, peers,
and others from
drop down lists to
provide feedback
Nominations
were submitted
to managers
and/or HR for
approval or
adjustment
accordingly

August
360guide.ppt

Survey
Administration

Reporting
&
Action
Planning

Follow-up
&
Behavior
Change

Emails launched
with link to survey
site for all
participants
choosing a fully
electronic
approach
Paper packets
shipped to all
participants
choosing paper,
and all other
raters (internal
and external to the
company)
Paper process
can be completed
either online or in
paper form

Reports and
development action
planning tools
given to
participants to work
with their data
Individuals meet
with their manager
to review results
and insights and
determine Career
Development
Action Plan
HR provides
additional tools for
coaching and
delivery
Results used to
inform PDR
discussions and
objective setting

Individuals work
at their Career
Development
Action Plans
throughout the
year to improve
their leadership
and
management
skills
Progress
reviewed at
Focal Point and
mid-year review
in July

October

December

2002
Page 13

Preparing for
Feedback
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 14

Self-Awareness

Manager Quality

Perception Vs. Reality

360guide.ppt

What
People
Actually See
(behavior, emails,
conversations)

360
Feedback

What You Want

People to See
(intentions and impressions
you wish to convey)

The Real You

(thoughts, feelings, opinions, and
experiences)

Page 15

Using 360 Feedback to Increase

Self-Awareness
Manager

Managers who are more selfaware are more effective and

successful.
Awareness alone, however, is not
enough -- behavior change is a
requirement for improvement.

Peers

Self
Perceptions

Others

Direct
Reports
360guide.ppt

Page 16

Elements of the New Feedback Report

360guide.ppt

Cover page detailing responses for each perspective (who and how
many)
PepsiCo Leadership Model profile page with means and percentiles by
All Your Raters
Bar chart with 17 leadership competencies ranked from high to low
norm averages by Band provided for All Your Raters
25-75% percentile range provided
self-rating included below for comparison
Top 5 and bottom 5 items (across all 58) by perspective
ties indicated by a marker with additional listing in the back of the
report
Detailed bar charts for all 58 items by perspective with range indicator
for DRs, Peers, Others and All Your Raters
includes scores for each competency at the top of each page
Write-in comments with manager and secondary manager broken out
Data Synthesis and action planning worksheets
Summary profile skyline page
Backup charts with ranking of all items by All Your Raters, with rank
indicators by each perspective
Page 17

The cover page

gives you a quick
snapshot of how
many people gave
you feedback
All Your Raters
= all feedback
providers
EXCEPT self
17

This page gives your

summary scores on
the 7 Success
Factors, as well as the
17 Competency
Dimensions.
The average scores
are based on all of
your raters (excluding
your Self); the
percentile ranking
shows how you
compared to others at
your peer level across
divisions.

Pat scored better

than 53% of his peers
on Operational
Excellence

Band Norms: # of participants

in each norm group

This chart allows

you to compare your
Self rating with all
your other raters,
as well as with
others at your Band
level across PepsiCo.
The lines show you
where the middle
50% fall in your
peer group.

Band 4+ = 126
Band 3 = 198
Band 2 = 601
Band 1 = 1195
Below Band 1 = 1890

This page shows your Top and Bottom

5 items, from the perspective of each
rater group. Ties for 5th place are
marked with a *. You can find the
rank order of every item in the
Appendix.

This page begins the heart of the report- the details for
each item, as well as Dimension-level summary information

Higher
rating
than norm,
but
percentile
below 50%

Look for differences in ratings between

groups; as well as using the min/max
triangles to see how much your ratings
varied within groups.

Compare your average rating on

each item with that of your peers
across PepsiCo. Your percentile
rank is also here.

Other Parts of the Report

Written Comments
Grouped by DRs/Peers/Others; Manager, and Dotted Manager

Item Ranking
Rank order of every item by All Your Raters group, which also
shows the breakout of rankings for each rater group

Key Questions to Ask Yourself

When reviewing your results
When planning for development

Next Steps

Reviewing Your
Feedback
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 24

Understanding Reactions to Feedback

Some people go through 5 stages when they receive
feedback.
It can take time and effort to work through these.
Introducing SARAH:
Shock - I cant believe the low ratings I received on
motivates others
Anger - Why did my direct reports rate me poorly on
this competency?
Rejection - This is totally inaccurate - they just cant be
motivated
Acceptance - Ok, Im not great at inspiring passion and
excitement
Hope - Perhaps if I plan my presentations more
carefully I can be more inspirational
360guide.ppt

Page 25

Important Points to Remember When

Reviewing Your Feedback
4 Be sure to read through the entire report.
4 Improving your leadership behavior is a dynamic and
continuous process.
4 360 feedback is a developmental tool and is designed to
help you become a better leader.
4 360 highlights both your strengths and opportunities
(everyone has both).
4 Whether your results are high, medium or low, you
will benefit the most by exploring how the
information can help you solve problems
and take advantage of opportunities.

360guide.ppt

Page 26

Important Points to Remember When

Reviewing Your Feedback
4 Be sure to celebrate your strengths (do not trivialize
them).
4 If the data are lower than you expected in certain areas,
try to work through your disappointment so that you can
begin building a plan for improvement.
4 The feedback reflects a collective view of your behavior.
Some parts of the feedback will confirm your perceptions;
other parts may surprise you.
4 Before disregarding any data, carefully consider
what the information might mean.

360guide.ppt

Page 27

Questions People Ask

When Reviewing Their 360 Feedback Results

Q. What is a significant (or meaningful)

difference between ratings?
A. Generally speaking, a difference of .5 or greater between
groups with multiple raters is significant. A 1 point
difference or greater between any set of ratings is worth
exploring and understanding further.

Q. Why dont I see a full distribution of ratings?

A. This information is not provided in order to protect the
confidentiality of your direct reports, peers and other raters.
Providing a full distribution often leads to an inappropriate
and unhelpful focus on a single rating or set of ratings.
However, minimum and maximum ratings given by each
perspective are reported.
360guide.ppt

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Questions People Ask

When Reviewing Their 360 Feedback Results

Q. How are the norms in the report calculated?

A. The norms in this report are based on the ratings received
this year for all participants at your management level /
band in the organization, across all of PepsiCos divisions.

Q. Why is some of my data missing?

A. There are several reasons data might be missing. Certain
individuals you nominated may have chosen not to provide
you with feedback. You may have received fewer than the
required number of raters to provide results for a certain
group (e.g., direct reports or peers). Or you may not have
nominated people for this category at the very beginning.
360guide.ppt

Page 29

Reflecting on
Your Feedback
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 30

Important Points About the Report

REPORT

n Minimum and maximum ratings provided for each

item
n Full distribution of ratings is not provided to protect
anonymity of raters
n New category: Dotted or secondary manager. Writein comments for both secondary & direct manager are
reported separately.

360guide.ppt

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Important Points About the Report

REPORT

n Carefully review all of your feedback for all

perspectives
n Averages from DRs, peers, and others- are
likely to yield the most insightful information

360guide.ppt

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Your Results

Open your 360

Feedback Report

360guide.ppt

Page 33

Key Questions to Ask Yourself

When Reflecting on Your 360 Feedback
(Appendix B)

Which group of raters gave you the highest and lowest ratings overall?

What are the 2-3 areas in which you were rated the highest?

What are the 2-3 areas in which you were rated the lowest?

How do these results compare with feedback you have received in the past?
Which results are similar, which are different, and what might explain this?

How consistent were the ratings you received from your DRs, peers, others and
manager(s)?

If there were major differences across each of the rater groups, what might
explain these?

How did your self-perceptions compare with ratings from others (were you aware
of your own strengths and opportunity areas)?

How did your ratings compare with the norms for your level in the organization
(were you above or below the 50th percentile)?

What ratings, if any, did you find surprising and why?

How consistent are the themes in the written comments with your higher and
lower ratings overall? What is similar and what is different?

What general patterns or trends do you see in your results and what does it say
about your leadership style?
360guide.ppt
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Continued Slide...

360guide.ppt

Page 35

Development
Planning
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 36

Key Questions to Ask Yourself

When Planning for Development
(Appendix C)

What do the results indicated are your 2-3 greatest strengths?

What actions might you take to reinforce and better capitalize on your strengths?

What are the 2-3 areas in which you were rated the lowest?

What actions might you take to improve on your major development areas?

Which of these areas represent the greatest opportunity for you to make a
difference in your behavior and the way others perceive you?

What resources / support might be needed to help you follow through with your
action plan, and who else needs to be involved?

What are the expected outcomes and any other implications of following through
with your action plan?

What are the potential obstacles to following through with your action plan (e.g.
lack of resources)?

How and when will you implement your plan?

How and when will you measure progress?

How will you know you have significantly improved?

360guide.ppt

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Continued...

360guide.ppt

Page 38

Resources & Tools for Development

Planning

Support, commitment and coaching from your manager

Additional feedback and follow-up discussions with others
Follow-up coaching from your HR manager
PepsiCo 2001 Development Resource Guide
Customized to reflect New Leadership Model
MyDevelopNet (PBIs Career Website):
Launch Date- Dec. 12, 2001
Training & development programs (internal & external)
Classic management books
(e.g.) Successful Managers Handbook (PDI)
Build a mentorship relationship with someone else in the
organization
External coaching

360guide.ppt

Page 39

Next Steps in
the Process
360guide.ppt

360 Process
Overview

Preparing for
Feedback

Reviewing
Your Feedback

Reflecting on
Your Feedback

Development
Planning

Next Steps
in the Process

Page 40

Next Steps: Where Do I Go From Here?

Schedule a meeting to share your 360
results with your manager
Discuss your general reactions to the feedback
Discuss key learnings and insights from the results
Discuss how these results may impact your PDR
People Results rating
Bring an initial copy of your career development
action plan (CDAP) with you so that you and your
manager can discuss and refine it

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Next Steps: Where Do I Go From Here?

Schedule a meeting with your direct reports
(as a group) to share with them what your
learned and your plan for improvement
Meet with your direct reports as a group
Share the report itself or just a few highlights or key
learnings
Solicit additional ideas and suggestions
Describe your plan for improvement and get their feedback
on it
Use these meetings as an opportunity to discuss any other
leadership or management related issues people may have
This meeting is NOT an opportunity to attempt to identify
specific individuals and what they said about you
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Next Steps: Where Do I Go From Here?

Follow through on your commitment to
those individuals who provided
feedback by sharing some aspect of
what you learned
Remember that feedback is a gift so be sure to
thank those you meet with for giving you
feedback.
Be a role model to others regarding the
importance and use of feedback.
Only reveal as much of your results or key
learnings as you feel comfortable sharing.
Describe your plan for improvement and get their
feedback on it.
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Sharing Your Feedback with Others

People will be curious about what you learned and
your reaction to the feedback they gave you. They will
also wonder how you plan to further develop your
skills.
Use these meetings to
Gain valuable insights from your supervisor on the feedback
you received and your action plan.
Help reduce the ambiguity that others may have regarding
your reaction to the feedback process.
Increase your understanding of the feedback you received.
Review your development plans with those who are likely to
be affected (e.g., direct reports, peers, customers).

Remember that the effectiveness of the 360 process is

grounded in anonymity.
360guide.ppt

Page 44

Taking Action

It is up to you
to make a difference!

360guide.ppt

Page 45