360-degree assessments, also known as a multi-rater feedback or assessment is feedback that comes from members of an employee’s immediate work circle. Almost always 360-degree feedback will include direct feedback from four perspectives:

1. Subordinates
2. Peers (colleagues)
3. Immediate supervisor
4. self-evaluation.

The results from a 360-degree evaluation are most effective when used by the organization to work with the person receiving the feedback to plan and map specific paths in their development. In some instances, results are also used by organizations in making administrative decisions related to pay and promotions, rather than merely for development purposes.

The use of 360 degree assessments/feedback has steadily increased in popularity. Today, studies suggest that over one-third of U.S. companies use some type of this tool. Some sources claim that close to 90% of all Fortune 500 firms use this tool, which further supports the belief that this is an effective way to achieve employee development, typically at the manager or executive level.

Several studies indicate that a primary factor as to why the use of 360-degree feedback helps to improve employee performance is because it helps the evaluated see different perspectives of their performance. Studies show that 360 degree assessments have proven to be helpful by virtue of being predictive of future performance.

Do 360 Degree (also known as Multi-Rater) Assessments Really Work?

360 degree or multi-rater assessments have rightfully gained popularity during the past decade. Numerous studies point to their effectiveness in:

• improving performance
• boosting employee satisfaction
• creating engagement at work, and
• decreasing subordinate turnover.

Used appropriately, they can provide individuals with insights about their performance and behavior from the viewpoints of their colleagues, subordinates, and leader

Why 360s Work
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Goal achievement is central to our positive self-concept and self-esteem. In general, a 360 works because when individuals see a gap between their feedback ratings and the desired goal, they generally work to reduce the gap as a way of maintaining a positive sense of self-esteem.

How 360 Assessments Work
It’s important to consider under what circumstances it does work and how to make its deployment as effective as possible. Not all individuals will improve their performance simply because they have received feedback, and not all feedback is effective in improving performance. But generally speaking, when an individual is faced with a gap between the goal and the current reality they will seek to narrow the gap by working harder or trying to renegotiate the goal. The truth is that some employees are more predisposed to performance improvement than others. Improvements in performance are most likely to occur when

• The feedback given clearly indicates that change is necessary
• The person receiving the feedback has a positive feedback orientation
• Individuals perceive the need to change the behavior
• Individuals believe the change is doable
• Individuals set appropriate goals to change the behavior
• The individual takes actions that lead to performance improvement

There are several characteristics that can influence the degree to which individuals listen to and act upon the feedback they receive.These include

• Relevancy—the data is tied to factors that are important to the individual’s and their role
• Accuracy—the data is presented without apparent mistakes
• Timeliness—the data is provided within a reasonable time frame after it was collected
• Clarity—the data is presented in plain and clear terms
• Specificity—the data is specific enough to be acted upon

Feedback must be relevant to the individual and the goal, accurate in order to build trust and support behavior improvement, timely in order to influence behavior change in a meaningful way, specific enough to guide behavior change, and easy to understand so that it can be acted upon.

How often are you meeting individually with your direct report staff? Are you discussing the right topics?

In a survey conducted by Training magazine and The Ken Blanchard Companies^®, more than 700 subscribers of Training magazine were polled to learn about their experiences having one-on-one meetings with their managers.

•  Readers were asked what they wanted out of their meetings and how that compared to what was really happening.

This research gives you an important insight how effective into your meetings with your direct staff are in aligning with the needs of your staff.

The survey results show the following:

1. How often do managers & employees actually meet?

• Only 34% meet once a week
• Only 73% meet once a month

2. How often do employees want to meet with their manager?

• 44% want to do so at least once per week
• 89% want to meet at least monthly

3. Does gender impact how often do employees want to meet with their manager?
Not surprising, gender does matter. What is surprising is which gender wants to meet more frequently—males!

• Weekly – 40% of women, while 52% of men want to meet at least weekly.
• Monthly – 89% of women, while 92% of men want to meet at least monthly

4. How long do employees want the meeting to be?

• 65% say the meeting should be for 30 to 60 minutes.

5. What do employees want the agenda to include?

Sorry try for more info viagra 25 mg to say, the majority of people who receive permission-based e-mails open, on average, 78% of them.

In a typical meeting, people share several ideas, goals and plans, but we’re all too familiar with what often happens next: nothing.

• Days, even weeks go by, and no one brings their concepts to life.
• Virtually no progress is made toward achieving the meeting’s goals.

When you follow up to ask everyone for an update, you often start to hear an array of responses that noticeably fit into one or more of the following excuses:

1. Denial
2. Blame
3. Excuses

There are several ways to improve the accountability of your organization, and one of the quickest and easiest comes in the form of a simple two-part question that you should ask at the end of every meeting: “What are you personally going to achieve and by when?”

If you adhere to the following 6 steps carefully, more often than not you will bypass excuses for failing to take accountability (denial, blame, excuses) and employees will be left with only one choice: complete accountability.

1. Ask the question atHere are some key reasons as to why a couple-married online cialis opacc.cv or unmarried fights over. the end of every meeting to summarize the actions required to move forward.
2. Make sure every attendee in the meeting answers the question in front of the group.
3. Make sure a specific date is given to the “by when?” part of your question.
   o “Next week” and “next month” are unacceptable because they are not specific enough.
4. As each person answers their question, make note of their goals and deadlines
   o Draw a three column grid on a white board
   o Along the vertical axis, write everyone’s names. Along the horizontal axis, write “Goals” and “Deadlines.”
   o As people answer their questions, add their answers to the grid while everyone watches.)
5. End the meeting by stating you will be emailing the summary of what everyone has agreed to.
6. After the meeting ends, send an email (or assign someone to do so on your behalf) to the group with a summary of everyone’s goals and deadlines.