Competency Based

Feedback System

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Business and Performance Review

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 Companies using 360 degree
performance appraisals
Bell Atlantic (1980)

Bellcore
International IBM (1980)
Ltd(1998)

Johnson & Johnson

Ltd(1980s) Xerox (1980s)

Praxair 1996

Chandramowly

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MULTI-SOURCE - MULTI-RATER
: VOICES

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Peers and direct reports:
will see how things are
going
PLUS
Supervisor: will see what
is being done
The 360 provides a way
to integrate the two
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◆ What is 360 Degree
Feedback ??
◆ 360-degree feedback is defined as “The
systematic collection and feedback of
performance data on an individual or
group derived from a number of
stakeholders in their performance”.

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360-Degree Process Objectives

To identify skill strengths development needs to

enhance job performance

To provide participants with feedback and

developmental recommendations

To facilitate the implementation of a professional

development plan

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 360 Feedback Process

1. Receives
1. Jointly Selects Report
Raters
Manager
Participant 2. Hold
2. Fills out name Feedback
Review
3. Attends
Feedback 3. Create
Review Improvement
Plan

1. Receives 1. Receives
Questionnaire Admin Reports
Respondent 2. Fills out HR 2. Tracks for
Survey Filled KLFS
(submit)
3. Generates
Reports
4. Shares it with
HOD

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 Some Advantages

◆ New way of addressing performance issue

◆ Feel of fair treatment
◆ Offloading full burden of subordinate
assessment
◆ Qualifiable data projecting blind spots
◆ Reinforced Corporate Culture
◆ Instilling value of individual respect /working
relationship

Chandramowly

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 Some Observations

◆ Time consuming and expensive

◆ SARAH Reaction
◆ Counter Productive if the scope is not defined
◆ Reflection of personal likes and dislikes
◆ Feedback providing skills and its effect
◆ Feedback given normally but Development
actions not taken

Chandramowly

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 What Is a Goal?
A goal is an end toward which effort is directed

A goal should contain:

Example:
An accomplishment
to be achieved Increase market share
for product YYY
The accomplishment
stated in measurable
terms from 20% to 30%
A specific time frame
for completion by Q4 2009

Chandramowly

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 Group Core Competency Clusters

Chandramowly

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• PURPOSE

Managing
Vision and
Purpose &
Stake
Holder
Delight
Consistent Goal Achievement and
Result Leadership
Business Acumen and Intelligent Risk
taking
Values, Integrity and Ethics
Strategic Agility / Forward outlook
Cost Management
Customer satisfaction (internal &
external)
Corporate Social and Environmental
Responsibility

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 • PROCESS

Managing
Through
Systems
Adapting to Change and New
Technology
Knowledge Sharing and Management
Decision Quality and speed
TQM and Quality Minded Approach
Managing and Measuring Performance
Research Orientation, developing new
methods
Time management - Planning and
Prioritisation
Systems Thinking - ability to see the
parts and the whole

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 Delegation and
Empowerment
People development,
training, coaching and
Mentoring
Managing Succession
Planning
Team playing and Team
Building

People
Excellence

• PEOPLE

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Innovation and Creativity
Commitment and Accountability
Emotional Intelligence
Interpersonal skills and Equality
Communication
Functional and Technical skills
Forward looking and Optimism
Action Orientation and
Persistence
Eliminating performance
barriers
Problem Solving
Win Win Negotiation
Employee Engagement
Personal
Effectiveness
& Execution

• PERSON

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 DEVELOPM
ENT
EASY AVERAGE DIFFICULT

Process People Integrity / Trust

Management, Development Motivating others,
DIFFICULT
Boss Relationship Personal Learning, Work Life Balance,
Individual value Managing Understanding
ASSESSME

add Diversity others

Problem Solving Conflict People Excellence

TQM, Management Building Team s
AVERAGE
Business Peer Relationship irit
NT

Acumen, Time
Management
Customer Focus , Interpersonal Composure
Presentation Savvy, Patience, Action oriented,
EASY skills, Technical Listening Political Savvy,
learning Standing Alone
Chandramowly Decision Making

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 Does 360-Degree Feedback Result in
Improved Performance?
Improvement in performance is most likely to occur when:


Feedback indicates change is necessary

Recipients perceive a need to change behavior
 Recipients react positively to feedback

Recipients believe change is feasible

Recipients set appropriate goals to change behavior
 Recipients take specific developmental actions
Smither, J., London, M., & Reilly, R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis
and review of empirical findings. Personnel Psychology, 58, 33-66

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 Habits are Hard to Change

 NEW YEARS RESOLUTIONS: 25% abandon new behaviors after 15

weeks; 60% make the same resolution the next year
 WEIGHT LOSS: 95% of those who lose weight regain it back within 2
years
 SMOKING: Only 13-14% are abstinent 6 to 12 months after quitting
 ALCOHOL: 90% of those treated have a drink within 3 months; 50%
return to pre-drinking levels within a year
 Leadership Change: A recent meta-analysis of 26 longitudinal
studies indicate significant but small effect sizes suggesting that is
unrealistic to expect large performance improvement after people
receive performance feedback

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 Development Process

Position Person Profile

Profile Compa Karle
Karle re Competencies
Competencies (L/F)
(L/F) Matc Gap Karle Values
Karle Values h Identify
Needs

Improved Development
Competencies for FEEDBAC Plan
Job Performance > K Assignments
Better Results Coaching -
LEARNED MONITORI Mentoring
CHANGEED NG Self Dev Tips
BEHAVIOIIUR Training

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 UNKNOWN TO KNOWN TO
OTHERS OTHERS
KNOWN TO ME
ME
UN-KNOWN TO

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 UNKNOWN TO KNOWN TO
OTHERS OTHERS
KNOWN TO ME
ME
UN-KNOWN TO

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Goleman Emotional Intelligence
Model
Self-
Awareness
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
Self-
Management
• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative
http://www.eiconsortium.org
Social
Awareness
• Empathy
• Organizational Awareness
• Service Orientation
Social Skills
• Developing Others
• Leadership
• Influence
• Communication
• Change Catalyst
• Conflict Management
• Building Bonds
• Teamwork & Collaboration
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Workforce 2010
The Changing Career Paradigms
OLD PARADIGMS
◆ Job Security
◆ Longitudinal Career Paths
◆ Job/Person Fit
◆ Organizational Loyalty
◆ Career Success
◆ Academic Degree
◆ Position/Title
◆ Full-Time Employment
◆ Retirement
◆ Single Jobs/Careers
NEW PARADIGMS
◆ Employability Security
◆ Alternate Career Paths
◆ Person/Organization Fit
◆ Job/Task Loyalty
◆ Work/Family Balance
◆ Continuous Relearning
◆ Competencies/Development
◆ Contract Employment
◆ Career Sabbaticals
◆ Multiple Jobs/Careers
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Competency Model Tic-Tac-Toe

1. Review Organizational Strategic Map.

2. Name two Competencies that will help achieve a Goal.
3. Define two behaviors for each Competency.
4. Validate the desired target (1 to 5)

Assume behavior is below target
 Identify ways to improve your Gap

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360 Implementation Model

Objectives

Management Validate
Review Competencies

Data
Feedback & Collection
Coaching Process

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 What Feedback Receivers Learn:

STRENGTHS AREAS FOR

IMPROVEMENT

Performance Areas To Target for Performance Areas To Target for

Greater Utilization Improvement

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Summary Questions

 What are one or two practices that make

this person effective in his or her role at the
oganisation? Sight an Example

 Describe any changes you believe are

important for this person to work more
effectively with you.

 Are there any other comments that

would be helpful?

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 The 360 Process

Identify feedback Subjects select Orientation for Conduct survey

criteria respondents participants

create reports Review Developmental

feedback and dialogue with •Implement Plan
meet with manager and others •Measure Results
Superisor •Re-assess

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 What Do We Measure?

Observable Values and behaviors based on

competencies identified for

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 How does 360 benefit the
feedback receiver?

• Develops an awareness of the impact that his

or her actions have on others.
• Validates self-perceptions of strengths and
weaknesses.
• Provides information for professional
development.

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2 Theories

Cognitive Control Theory

Dissonance (Carter &
Theory Schneier,
(Festinger, 1981,1982),.
1957), gap
A significant When people
between self- detect
ratings and discrepancies
ratings from
between their
others can cause
psychological goals and their
dissonance. behavior, they
When this are likely to
happens, people take actions to
are motivated to reduce the
reduce this gap
discrepancies 35