Before you introduce 360 - Get the answers to these questions

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• managers

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• Publié par: Nething
• Nombre de lectures: 43
• Langue: Español

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Whenintroducinga360PerformanceFeedbacktoolforthefirsttime,thereareseveralquestionsyou shouldbeasking.ContacttheAliceDendingerAllianceGroupat512‐835‐1343or [e-mail]ingFAQ. 1.Whydosomepeopleresisttheideaof360‐degreefeedback? 360‐degreefeedbackgivesprecise,credibleinformationaboutimportantaspectsofindividualperformancethatare otherwisehardtomeasure.Thefeedbackcanenhanceaperson'seffectivenessintheworkplaceandpromoteteamwork. Sowhydosomepeopleresistitinitially?Theshortansweristhatthey'renotsurethat360‐degreefeedbackwillbenefit them.It'simportanttoovercomethisresistance,becausetheassessmentprocessdependsonwillingparticipation. Knowingthemostcommonreasonsforresistancecanhelpyouavoidproblems. Badassociationswithperformanceappraisal.Mostpeoplehavenothadpositiveexperienceswithperformance appraisal,andtheymaythinkthat360‐degreefeedbackwillbeusedasanappraisaltool.Theymaybeafraidthat negativefeedbackwillaffecttheirpayorjob.Theansweristouse360‐degreefeedbackstrictlyfordevelopmentand avoidlinkingittoappraisal,compensationorpersonneldecisions. Concernsthatratingsandcommentswillnotbeanonymous.Peoplearewaryoftellingthetruthiftheythinkthatdoing sowillcausecensureorretribution.Theyworrythatexecutivesare"ratingtheraters."Makesurethatsystemsand policiesguaranteeanonymity,andleteveryoneknowhowtheywork. Concernsthattheprocesswillnotbeconfidential.Ifpeoplethinkthathigher‐levelmanagerswillscrutinizespecific ratingsandcomments,theywillconcludethatrealisticratingscouldhavenegativeconsequences.Thismakesithardfor themtobeobjective.Establishandenforceeffectiveconfidentialitymechanisms.Showmanagersonlytheminimum informationtheyneedtocoachdirectreports. Timeinvestment.Mostemployeesarealreadyunderalotofstress.Theyresenthavingtodothingsthatwillinterfere withtheirsuccess.Forbestresults,abbreviatethesurveys,sothatyouaddressonlyessentialissues.Askforfeedback onlyfrompeoplewhoarefamiliarwiththeratedindividual'sperformance.Planfollow‐updevelopmentalactivities; peopleresentexercisesthatcometonoresult. Fearoffeedback.Nobodyisperfect,andit'softenunsettlingtodiscoverthetruthaboutoneself.Constructivefeedbackis nevereasytoaccept. Itspotlightsperformancedefectsandimpliesextraefforttoaddressissues.Duringthefirstcyclesof feedback,conductsessionstoreinforcefeedbackskillsandtohelppeopleacceptfeedback. CynicismaboutHRprograms.Basedonpastexperience,employeesmayhaveacquireda"hereitcomesagain"attitude. HRfadscomeandgo,butemployeesdon'talwaysseethepromisedresults.Theymaysuspectthat360feedbackis another"feel‐good"exercisethatwillultimatelybenefitneitherthemnorthebottomline.It'sbestnottopromote360 feedbackasanHRprogram.Introduceitasanewresourceforemployees thathasitsplaceinanalreadywell‐established systemofprofessionaldevelopment.Explainhowitworks.Positionitasatoolforpeoplewhowanttoimprovethe qualityofworklifeandincreasetheirvalueinthecareermarketplace. Copyright©2006PerformanceSupportSystems,Inc.Allrightsreserved. 2.Whatfactorsinfluencereadinessfor360‐degreefeedback? 3.Howimportantistrusttousing360‐degreefeedbacksuccessfully? 4.Can360‐degreefeedbackbeusedsuccessfullyduringareorganization? 5.Willanexistingperformancereviewprogramhelppeopleaccept360‐degreefeedback? 6.CananorganizationthathasnoHRDprogramuse360‐degreefeedbackeffectively? 7.Howcomfortabledopeopleneedtobewith360‐degreefeedback? 8.Howcanyoubuildsupportfor360‐degreefeedback? 9.What’sthemosteffectivewaytointroduce360‐degreefeedback? 10.Whatcananorganizationdotoavoidproblemswith360‐degreefeedback? 11.Whataretheidealpurposeandgoalsof360‐degreefeedback? 12.Whoneedstobeinvolvedwhenplanninga360‐degreefeedbackproject? 13.Whatmotivatespeopletogivehonest,objectivefeedback? 14.Whatrolewillmanagersplayinthefeedbackprocess?