| 17 Posts
16 Mar, 2014 09:58
We are planning to deliver a Leadership training for middle managers next month and have been asked to use 360 degree feedback. Does anyone have a sample questionaire that i can use as guideline. Many thanks
| 1603 Posts
16 Mar, 2014 17:08
You will need to tailor a questionnaire to fit with your organisation's values and goals, as well as customising for the roles of your management team. There is no one-size-fits-all template.
And if you haven't thought about this already, you need to prepare those people who are going to be asked to give feedback (purpose, confidentiality of their feedback) and have a suitable mechanism in place for collecting and processing that feedback.If you Private Message me with your email address and can send you helpful materials and examples.
It's our bread and better activity, but we are more than happy to share good practice.
| 66 Posts
17 Mar, 2014 20:24
Hello Chaya and Harvey
What would the protocol be for informing the 'appraisee'? would they be told who gave the feedback or could their identity and views remain confidential?
17 Mar, 2014 20:39
In reply to Glenys:
Usually in 360 the reviewer providing their feedback is assured of confidentiality and anonymity, unless they choose to identify themselves when providing their feedback e.g. By adding their name or initials to whatever comments they make.
Ratings are invariably non-attributable as they'll be grouped with other's ratings - the only exceptions would be the self-rating and (usually) the line manager's ratings.
18 Mar, 2014 05:28
Hello Harvey and Glenys thank you very much for your replies.
It would definitely be an anonymous exercise to start with.
I've designed a 360 deg questionaire for the Hospitality sector in the past but this time it will be for a mix of lab Managers, Auditors, so I would like to see something different.
Many thanks for your precious help.
| 987 Posts
18 Mar, 2014 08:23
There are hundreds out there on the market; some great off the shelf, and lots of reasons to think about getting something tailored.
A useful start point is to think about what you are aiming to impact/influence/develop through introducing 360.
I did some research about the efficacy of 360 (based on 20 years experience and a curiosity about what really changes) and my results pointed to a couple of key areas. Having any desired behavioural changes that the instrument is measuring explicitly linked to organisational performance had an influence on whether people acted on their feedback and was the most significant factor. The other factors were the focal individual's existingt desire to self develop and finally, whether the feedback was shared with raters.
When people have 360 imposed upon them through a leadership programme, and where there isn't a specific organisational performance aim linked to the 360 - my advice would be not to make it mandatory but to offer it as an option with coaching. You'll quickly find out who's really interested in developing as a leader.
I have debriefed 100s, probably well over a thousand 360 feedback, and I use less than ever before.
When I do use 360 here are my options:
Design it around co-created (with the focal individuals and their raters) leadership behaviours.
When I use off the shelf, I use the Human Synergistics Leadership Impact and LSI which are high impact and I highly recommend.
An off the wall idea, I worked with a client once who were all for Belbin (whcih I wasn't) , and discovered that Belbin have a 360. We introduced this into a programme and trained the participants to debrief each other. I was astonished at the positive impact this had; it is quite a generic set of labels that in my view has its limitations, but it is a simple and very cheap way to help people see each other as others do. We devoted a lot of time preparing the participants to deliver the feedback, and it offered double loop learning, eg delivering feedback which is a challenge for many managers.
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