Coming Full Circle: 360 Feedback Noel Landuyt, PhD Institute for - - PowerPoint PPT Presentation

Coming Full Circle: 360 Feedback

Noel Landuyt, PhD

Institute for Organizational Excellence

• University of Texas at Austin’s School of Social Work
• Research Unit History
• State of Texas Strategic Plan & Texas Government
• Research Work in 35 States
• Employee Engagement Surveys (1/4 Million employees)
• Customer Surveys (1/2 Million customers of services)
• Leadership Excellence (360, Collaboration, Supervision)

Service Value Chain Service Value Chain

Customer Employees Leadership Agencies TRUST

Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International Review of Administrative Sciences.

What is Engagement?

Engagement

Fully Engaged Passively Engaged Disengaged Actively Disengaged

20% 50% 30%

Engagement Matters

• Employee Retention/Turnover
• Knowledge Integration and Information Transfer
• Burnout
• Team Work
• Quality
• Organizational Induced Learned Helplessness
• Employee Voice
• Personal Satisfaction
• Social and Organizational Capital “Trust”
• Service Delivery

Why Focus on Leadership?

Intent To Leave

They do not…

• believe they have a career with this organization.
• have a job that meets their expectations.
• feel a sense of pride when they tell people where.
• feel their efforts count.
• think that every employee is valued.
• believe their work encourages open and honest communication.
• perceive that their ideas and opinions count at work.
• think there is a basic trust among employees and supervisors.
• their work supports a balance between work and personal life.
• Pay

Understanding

Two Questions? What do we know about our leadership abilities? What do others know about our leadership abilities?

Unknown Known Known

Self Others

Known v. Unknown

Facade Arena Unknown Blind Spot

Unknown Known Known

Self Others

Moving Towards Known

Facade

Arena

Unknown Blind Spot

Unknown Known Known

Self Others

Multi‐Rater

Direct Reports Peers Self Supervisor

• Strengths and weaknesses in key competencies
• A baseline for changes/improvements
• Comparisons between the individual and raters
• Benchmark comparisons between leaders
• Identify training and learning opportunities
• Identify future leaders
• Platform for employee engagement

Pro’s

• Receiving feedback can be hard
• Giving feedback can be hard
• Evaluators do not always give constructive feedback
• Handling conflicting opinions
• Question of feedback as truthful
• Intend to act not follow‐up up on

Con’s

What To Do

Introduction Collection Consultation Planning Action

• Feedback must be anonymous and confidential
• Not be used to for salaries or promotions
• People with enough experience and interaction
• Feedback expert used to interpret the feedback

What To Do: Introduction

What To Do: Collection

• Feedback both written and numerical ratings
• Multi‐rater
• Catalyst for conversation
• Shows willingness to improve

What To Do: Consultation

• Some results need conversation
• People won’t act on what that they don’t understand
• Explain the scoring and present the results properly
• Direct next steps and planning

What To Do: Planning

• Follow‐up is an essential
• Reflect on results
• Set priorities
• Create action plans and timelines
• Anticipate barriers

What To Do: Action

• Act on the plan
• Bring back to employees
• Reassess in 6‐9 months

Service Value Chain Service Value Chain

Customer Employees Leadership Agencies TRUST

Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International Review of Administrative Sciences.

Linking Leadership to Employee Attitudes

Thank You!

www.survey.utexas.edu

Noel Landuyt, PhD nlanduyt@austin.utexas.edu