Free Webinar; how to successfully implement a performance appraisal process

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Following the success of previous live events and webcasts, we are pleased to announce a new webinar for September which will be a help any HR professionals out there who may be planning to introduce or revise their performance appraisal process:

Details

Title: "How to succesfully implement a performance appraisal process within your organisation"

Date: Thurs 9th September 2010
Time: 2.00 – 3.00pm BST (UK)

What to expect

  • Understand the critical factors that will ensure success when introducing a performance appraisal process into your business
  • Take away a checklist to help you work logically through the implementation process
  • Appreciate the key principles that will help you design a great performance appraisal form; Objective setting, Values review, Competency assessments, Score / grade,  Personal development plan 
  • Consideration of what a good appraisal meeting looks like for both line manager and employee

Places will be free but limited, so if you would be interested in attending please register opposite and we will send you specific details in due course.

We look forward to speaking with some of you again soon.

John
 


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Case Study; Bowland Solutions work with British Museum to improve their performance appraisal process

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We completed a recent project with the British Museum which provides a great example of how a well designed performance appraisal form can really help engage people in the appraisal process and increase completion rates significantly.

The British Museum were looking to increase the quality of information provided through their performance appraisal system.

They also sought to achieve a cultural shift which would re-position performance appraisal at the heart of the Museum’s operation and which would be evidenced by an increased participation rate. 

A unique organisation, with a wide range of employees including world experts in their field: customer service staff, curators, and project managers; the British Museum were looking for an organisation which could support them in their redesign of the appraisal form and stay with them should they then look to implement an online system in the future.

A British Museum owned process, supported by Bowland Solutions, featured the following stages:

 

·         Identification of aims and value of the performance appraisal process

·         Options for form redesign

·         Workshops for 60 people from across the organisation to give feedback on 
    the aims and form options

·         Development of a revised form

·         Workshops to test the revised form and agree on communication

·         Communication, education and roll-out

The revised form, with clear simple language and revised branding was highly tailored to the stated aims and needs of the organisation.  A common form was implemented across the organisation but with bespoke advice based on the job groupings.

Together with a series of presentations, workshops and guidance notes the revised process was rolled out to circa 1,000 staff in March of this year.

The result – the completion rate has risen from 49% (in a year) to 78% (in three months); people are engaging with the process and the data contained within the forms is clearer.

John

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Thoughts from our latest seminar; how to successfully implement 360 degree feedback

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We were delighted to run this session for the third time on Wednesday; thanks again for all those who attended and expressed an interest in our thoughts on 360 feedback.

As ever, we are really interested to understand how people are using 360 degree appraisal in their organisations, their good and not so good experiences, and their desire to conduct the process again with a keen eye on ‘best practice’.

The session provided ample opportunity for attendees to discuss their experiences within groups, as well as exploring a ‘real’ 360 degree feedback report which highlighted the need to ensure the face-to-face debrief with a recipient was well prepared for.

Some questions raised and answered were, ‘What sort of rating scale should I use?’, ‘How can ensure recipients don’t just select their friends as respondents?, and ‘When is the best time to share the report?’.

It was very enjoyable and interesting to have proper debate around the different schools of thought and approaches; 360 degree feedback practice, as with many things, is a broad church and pragmatism should help rule the day.

We will be running a session again later in the Autumn; please contact us if interested in attending, and we look forward to seeing some more of you in due course.

John

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Developing Elite Performance; leadership coaching and 360 degree feedback

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I recently attended the Association of Coaching conference on this topic and was pleased to see a recurrent theme emerge which made the link between 360 degree feedback and elite performance, particularly with regard to people in senior leadership roles.

One of the ‘bedrocks’ of elite performance was self-awareness; a recognition of ones own strengths and ‘development opportunities’ derived through a 360 degree appraisal process, and coupled with an ability to act upon feedback to improve performance.

As leaders move up the chain of command, the opportunity to obtain this type of invaluable feedback diminishes, but the need for it increases exponentially.

Without it, some leaders remain blissfully unaware of how strengths which helped them ascend have now become liabilities – confidence becomes arrogance and self-esteem becomes narcissism.

360 degree feedback ensures that these ‘checks and balances’ are in place to harness the strengths of a leader whilst helping them to ensure that they are not overplayed.

John

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Riding from John O’Groats to Lands End

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Please forgive a departure from the normal 360 feedback and performance appraisal posts.

On 24th July, I am setting off to ride from John O’Groats to Lands End.  I will be riding an average of 100 miles a day for the 900 miles of the trip.  I am raising money for Help for Heroes.   If you would like to donate (and give yet further motivation to keep going!) then please visit www.justgiving.com/brendanwalshjogle .

If you can keep from reading blogs on 360 feedback for a while, then I will be keeping a blog of the ride at http://brendanwalshjogle.blogspot.com/

Brendan

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Reminder; don’t forget to register for our free webinar July 22nd 4pm GMT

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If you cannot attend our next seminar in London on July 21st, why not join us for our online webinar on July 22nd instead?

By the end of this webinar you will:

*  Understand the critical factors that will ensure success when  
   introducing 360 into your business
* Take away a checklist to help you work logically through the
   implementation process
* Appreciate the key principles that will help you design a great
   questionnire, communicate effectively to get company wide ‘buy-in’
   and facilitate face-to-face debriefs.

 
Title:   How to successfully implement a 360 degree feedback process in your organisation
 
Date:   Thursday, July 22, 2010
 
Time:   4:00 PM – 5:00 PM BST
 
After registering you will receive a confirmation email containing information about joining the Webinar.
 
System Requirements
PC-based attendees
Required: Windows® 7, Vista, XP, 2003 Server or 2000
 
Macintosh®-based attendees
Required: Mac OS® X 10.4.11 (Tiger®) or newer
 

Space is limited.
Reserve your Webinar seat now at:
https://www2.gotomeeting.com/register/301707330

We look forward to some of you joining us then!

John

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Talent Management ….Performance Review…just what do they mean?

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There has a been a debate about Talent Management for sometime now, ‘What does it mean?’, ‘Who is our talent?’, ‘Is is management or development?’ – this is somewhat unsuprising given that there are still some common misconceptions around what good old Performance Review is.

A case in point was a recent conversation where an individual considered performance review to be a ‘disciplinary thing’ – this may be down to his particular experience in the organisation in which he was working, a belief left unchallenged over time or the meaning he attaches to those words.

It highlights an important point about how the meaning of words and the concepts they seek to describe can be understood in a myriad different ways; what is said, may be what is heard, but the meaning attached may be very much at odds with our own.

When we come to debrief 360 degree feedback, we must realise that recipients will attach a different meaning to our own when reading the report, so our role must be to understand their meaning; asking ‘So what do you take that statement to mean?’ can be an interesting way to help an individual reflect on how they are seeing the world.

John

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Using 360 Degree Feedback to build better teams

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As teams come together to work towards a common goal, there are a multitude of factors that can hinder them; some people define these as dysfunctions.

To counter these dysfunctions, a team needs to display high team performance behaviours which they can hold each other accountable to, such as trustworthiness, being results focused, committment, and the ability to handle conflict constructively.

360 degree feedback around those behaviours the team has defined as essential to it’s succces, is a great way to both recognise and affirm team members doing things well, and at the same time, enable them to highlight unacceptable behaviour or ways of approaching their work which need to change.

Such a process can happen at an individual level or at an aggregated level where the team itself is the recipient of the feedback; each member considers to what degree they observe certain behaviours in the team and this allows for a picture to emerge of what needs to change from a team perspective.

John

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Reminder; free 360 degree feedback seminar 21st July London

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Just a reminder for the date of our next seminar entitled "How to successfully implement a 360 degree feedback process within your organisation", on Wednesday 21st July 2010.

This popular seminar is now running for the third time and offers attendees a great opportunity to learn, share best practice, ask questions and network.

By the end of the seminar, you will:

  • Understand the critical factors that will ensure success when introducing 360 degree appraisal into your business
  • Take away a checklist to help you work logically through the implementation process
  • Appreciate the key principles that will help you design a great questionnire, communicate effectively to get company wide ‘buy-in’ and facilitate face-to-face debriefs.

If you cannot join us for the seminar then please do sign up for the webinar opposite, where we will be sharing the same content.

You can register for either event through the ‘Free Stuff’ registration form to the right hand side of this blog post or here

We hope to meet and speak with some more of you next month.

John

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Special training offer for anyone who needs to effectively debrief a 360 Degree Feedback report

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360 Debrief Training Programme – 28th July 2010 – Register your interest here

A critical part of any 360 degree feedback process is the face-to-face debrief where an individual will see their report for the first time; there is a need to ensure the recipient comes away with a balanced understanding of what the feedback is saying and a level of acceptance which will enable change.

This new 1 day open training programme is designed to help HR professionals, L & D practicioners, Line Managers and Coaches become skilled at handling the debrief and confident that they can guide the recipient through their 360 degree feedback report effectively.
 

360 Debrief Training Programme – 28th July 2010 – Register your interest here

Content

  • The Role of a Debriefer
  • Debriefer Skills
  • What to look for in a 360 degree feedback report
  • Debrief structure & approach
  • Common Debrief scenarios

Course Objectives

By the end of the programme delegates will:

  • Understand how 360 degree feedback works.
  • Understand how to conduct a productive debriefing session.
  • Have a flexible structure to guide debriefs which can be tailored to different situations

Format

As well as presentation of content and theory, the programme will provide opportunity for delegates to work with a real 360 degree feedback report through practical exercises.

We are pleased to be able to offer this programme at half the usual delegate rate of £195.

If you are interested in attending then register your interest here.

John

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360 degree feedback is development focused

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This isn’t a mantra but it is a starting point.  360 degree feedback works best when it is development focused.  When it is assessment based and part of appraisal then you have to be careful that you can get the results you require and that the recipient gets something useful for them.

If your 360 feedback process is development focused then all participants can give feedback openly and straightforwardly safe in the knowledge that the intent is to give the best feedback that will give the recipient most chance to improve.

If the 360 feedback process is appraisal based then all respondents have a filter operating as they complete.  They will generally continue to seek to be fair but the manager and the self responses in particular will be influenced by the appraisal.  Direct reports will be aware of the process and considerate of the impact of positive and negative responses.  None of this precludes using 360 feedback as part of appraisal – many of our clients use it very successfully.  But it does remind you to think it through carefully, get your communication and training right, and build in some failsafes.

Brendan

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The relationship between 360 degree feedback and performance appraisal

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Quite commonly we are seeing clients wrestle with the relationship between their annual performance appraisal and 360 degree feedback.

Part of the confusion can surround a desire to get feedback from more than one source as part of the performance appraisal process.  Multi-disciplinary teams, virtual teams, matrix management all lead to a correct desire to have more than one manager involved in an appraisal.

The trick for me is to leave 360 degree feedback to be a label applied to something that looks at behaviours and "how" a person is working.  If the desire to get feedback from more than one person is only driven by a desire to get appraisal type information then just get on with it.  If however, you are looking to use 360 feedback as a developmental tool that assists recipients in looking at their behaviour and how they impact others and the results they achieve then linking it to performance appraisal and particularly pay is more challenging. 

My next post will consider this genuine issue but, for now, if all you are looking to do is get appraisal information from more than one source, call it something other than 360 feedback and just do it.

Brendan

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Timing of 360 degree feedback

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I think we’re all more receptive to feedback at different times.  360 degree feedback is no different – there are times when the recipient is ready to take on board how others see them and other times when it is less appropriate.  This represents a challenge to HR teams that are looking to implement 360 feedback across a broad population of people.  What to do?

The best practice that we see is to run 360 degree feedback during the following times

  • Just prior to training- as part of the package
  • As part of a coaching initiative
  • At a sensible time in the annual review process (often 6 months either side of the appraisal meeting)
  • As part of succession planning / career management.  E.g. during promotion reviews, after 6 months in a new role

You can think of others – the idea is to consider when recipients are most likely to take the 360 degree feedback on board.  Probably when they’re not too busy with other things and when they are actively interested in their own development.

Brendan

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