USP-D
performance
improve
profit
group report
strategy effect
feedback
added value
360
team report output USP-D Deutschland Consulting GmbH
360feedback
stakeholders
results team
HR management
comprehensive – profit and effect through team and group reports
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USP-D
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360
AGENDA/KEY POINTS
2
1
Context
2
Group Report
3
Added Value
4
Discussion
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USP-D
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360
PODIUM PARTNERS Uta Stiene
Magnesita, Personnel Development
Angelika Ehms
Ferrostaal, Personnel Development
Carmen Klann
USP-D, Senior Consultant - 360feedback expert
MODERATION Petra Schulte
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USP-D, Managing Director
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USP-D
feedback
360
LOCALISATION
360feedback
means management-diagnostic from a multi-perspective.
Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is the catalyst of behavioral change. 4
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360
GROUP REPORT GENESIS in a Nutshell
2008 2005 2003 2001 1998
360feedback
web application 360feedback
in USP-D
5
5 years of relevant data 1st group report for individual customers
standard group reports on demand for all customers: comparisons + peculiarities
special group reports on demand Clusters: regions, functions, positions, groups, competences hypotheses + recommendations
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USP-D
feedback
360
HR Initiatives and Issues for 2011 – 2012 0% Talent/performance systems Streamline processes/systems More involvement in strategic business-driven issues Recruiting/staffing services/systems Upgrade HRMS Reporting/analytics Compensation/benefit services/systems Training Systems integration Define human capital metrics and dashboards New HRMS Accuracy of data Manager self-service Payroll/time management services/systems Cost Employee self-service HR website/usability
10%
20%
30%
40%
feedback
360
Towers Watson’s 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa. More than half (55%) are global or multinational companies.. 6
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360
5 MYTHS and MISCONCEPTIONS
7
MYTH
TRUTH
1. 360 surveys only work in big companies.
1. Not the WHERE - the WHAT FOR counts
2. 360 surveys aim to control the managers and enhance distrust and fear. They lead to consequences.
2. Conducted with care you support a positive feedback culture + enhance commitment.
3. 360 surveys are a complete feedback process and replace PDA.
3. 360 results without context + transfer no positive effect
4. 360 surveys are a change.
4. 360 = tool Development + change = processes
5. Conducting 360s needs a mature organization and does not fit in a change process.
5. 360 surveys need a clearly defined purpose. Repeated in reasonable intervals they support change.
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360
THE TYPICAL PROCESS Reasonable Repetitions: relevance effect change
What should be achieved? Who are the main beneficiaries?
REVIEW
PURPOSE DEFINITION
360FB COMPLETION
TRANSFER MT or HR: Short to long term action plan for ‘change’
REPORT REFLECTION
DEBRIEFING PHASE GROUP REPORT DEFINITION
1 cumulated picture for the team: trust + commitment N cumulated pictures for the organization: understanding + growth
Analysis Areas = Cluster Definition 8
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REPORT SECTION Management Summary Highlights/Lowlights, Development Areas, Ranking of Competencies
Demographic/Statistical Summary Statistical Distinctions and Development
Main Report Comparison: Competencies, Target Groups, Stakeholder Groups, Timeline Interpretation and Recommendation
Development Portfolio Recommendations, Measures, Planning, Priority Indication, Hypotheses
Customers’ key interest: No figures and tables but Hypotheses and Recommendations! 9
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360
Feedback Accumulation - ADDED VALUE
Performance =
Ability
x
Motivation
x Opportunity
Group Report Team Debriefing
Measures Definition Programs
Cultural Campaigns Trust, Climate
Organizational Issues Change Necessities
Individual Report, Feedback
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360
Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers) 0%
20%
40%
60%
80%
100%
detect success barriers (strategy) anchor performance criteria link indiv. leadership to team/org. dev. align business strategy with HCM identify changes in management style optimize cooperation industry benchmarks Referring to 2010-2012, Status 09 20 2012, 39 organizations 11
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USP-D
feedback
360
Group Report - ADDED VALUE for HR (Feedback from Customers) 0%
20%
40%
60%
80%
100%
program effectiveness (gmt. Dev.) talent management (needs/design) organizational development identification of survey areas integration of company values success evaluation PD processes HR planning/forecast Referring to 2010-2012, Status 09 20 2012, 39 organizations 12
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360
DISCUSSION What are your experiences with surveys (here: group reports) so far? What is from your perspective part of an effective group report? How should the board/management deal with survey results? How would you like to be supported in reflection and transfer?
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Your questions...
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