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Whenintroducinga360PerformanceFeedbacktoolforthefirsttime,thereareseveralquestionsyoushouldbeasking.ContacttheAliceDendingerAllianceGroupat5128351343oralice@gotoalice.comforanswerstothefollowingFAQ.1.Whydosomepeopleresisttheideaof360degreefeedback?360degreefeedbackgivesprecise,credibleinformationaboutimportantaspectsofindividualperformancethatareotherwisehardtomeasure.Thefeedbackcanenhanceaperson'seffectivenessintheworkplaceandpromoteteamwork.Sowhydosomepeopleresistitinitially?Theshortansweristhatthey'renotsurethat360degreefeedbackwillbenefitthem.It'simportanttoovercomethisresistance,becausetheassessmentprocessdependsonwillingparticipation.Knowingthemostcommonreasonsforresistancecanhelpyouavoidproblems.Badassociationswithperformanceappraisal.Mostpeoplehavenothadpositiveexperienceswithperformanceappraisal,andtheymaythinkthat360degreefeedbackwillbeusedasanappraisaltool.Theymaybeafraidthatnegativefeedbackwillaffecttheirpayorjob.Theansweristouse360degreefeedbackstrictlyfordevelopmentandavoidlinkingittoappraisal,compensationorpersonneldecisions.Concernsthatratingsandcommentswillnotbeanonymous.Peoplearewaryoftellingthetruthiftheythinkthatdoingsowillcausecensureorretribution.Theyworrythatexecutivesare"ratingtheraters."Makesurethatsystemsandpoliciesguaranteeanonymity,andleteveryoneknowhowtheywork.Concernsthattheprocesswillnotbeconfidential.Ifpeoplethinkthathigherlevelmanagerswillscrutinizespecificratingsandcomments,theywillconcludethatrealisticratingscouldhavenegativeconsequences.Thismakesithardforthemtobeobjective.Establishandenforceeffectiveconfidentialitymechanisms.Showmanagersonlytheminimuminformationtheyneedtocoachdirectreports.Timeinvestment.Mostemployeesarealreadyunderalotofstress.Theyresenthavingtodothingsthatwillinterferewiththeirsuccess.Forbestresults,abbreviatethesurveys,sothatyouaddressonlyessentialissues.Askforfeedbackonlyfrompeoplewhoarefamiliarwiththeratedindividual'sperformance.Planfollowupdevelopmentalactivities;peopleresentexercisesthatcometonoresult.Fearoffeedback.Nobodyisperfect,andit'softenunsettlingtodiscoverthetruthaboutoneself.Constructivefeedbackisnevereasytoaccept.Itspotlightsperformancedefectsandimpliesextraefforttoaddressissues.Duringthefirstcyclesoffeedback,conductsessionstoreinforcefeedbackskillsandtohelppeopleacceptfeedback.CynicismaboutHRprograms.Basedonpastexperience,employeesmayhaveacquireda"hereitcomesagain"attitude.HRfadscomeandgo,butemployeesdon'talwaysseethepromisedresults.Theymaysuspectthat360feedbackisanother"feelgood"exercisethatwillultimatelybenefitneitherthemnorthebottomline.It'sbestnottopromote360feedbackasanHRprogram.Introduceitasanewresourceforemployeesthathasitsplaceinanalreadywellestablishedsystemofprofessionaldevelopment.Explainhowitworks.Positionitasatoolforpeoplewhowanttoimprovethequalityofworklifeandincreasetheirvalueinthecareermarketplace.Copyright©2006PerformanceSupportSystems,Inc.Allrightsreserved.2.Whatfactorsinfluencereadinessfor360degreefeedback?3.Howimportantistrusttousing360degreefeedbacksuccessfully?4.Can360degreefeedbackbeusedsuccessfullyduringareorganization?5.Willanexistingperformancereviewprogramhelppeopleaccept360degreefeedback?6.CananorganizationthathasnoHRDprogramuse360degreefeedbackeffectively?7.Howcomfortabledopeopleneedtobewith360degreefeedback?8.Howcanyoubuildsupportfor360degreefeedback?9.What’sthemosteffectivewaytointroduce360degreefeedback?10.Whatcananorganizationdotoavoidproblemswith360degreefeedback?11.Whataretheidealpurposeandgoalsof360degreefeedback?12.Whoneedstobeinvolvedwhenplanninga360degreefeedbackproject?13.Whatmotivatespeopletogivehonest,objectivefeedback?14.Whatrolewillmanagersplayinthefeedbackprocess?
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