USP-D

performance

improve

profit

group report
added value
360
stakeholders

strategy
effect

feedback
results
team HR

team report
output
USP-D Deutschland Consulting GmbH
360feedback

management

comprehensive
profit and effect through team and group reports www.usp-d.com

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360

feedback

AGENDA/KEY POINTS
1 2 3 4

Context Group Report Added Value Discussion

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PODIUM PARTNERS Uta Stiene Angelika Ehms Carmen Klann Magnesita, Personnel Development Ferrostaal, Personnel Development USP-D, Senior Consultant - 360feedback expert

MODERATION Petra Schulte USP-D, Managing Director

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360

feedback

LOCALISATION

360feedback

means management-diagnostic from a multi-perspective.

Nothing happens until a person wants something to happen. In the 360 process, the acceptance of feedback is the catalyst of behavioral change.
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GROUP REPORT GENESIS in a Nutshell

2008 2005 2003 2001 1998

360feedback 360feedback

web application in USP-D

5 years of relevant data 1st group report for individual customers

standard group reports on demand for all customers: comparisons + peculiarities

special group reports on demand Clusters: regions, functions, positions, groups, competences hypotheses + recommendations

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0% Talent/performance systems Streamline processes/systems More involvement in strategic business-driven issues Recruiting/staffing services/systems Upgrade HRMS Reporting/analytics Compensation/benefit services/systems Training Systems integration Define human capital metrics and dashboards New HRMS Accuracy of data Manager self-service Payroll/time management services/systems Cost Employee self-service HR website/usability 10% 20% 30% 40%

HR Initiatives and Issues for 2011 2012

360

feedback

Towers Watsons 2011 survey 444 organizations: 59% are headquartered in the United States, 15% in Europe, 13% in Asia Pacific, 11% in Canada and 2% in Africa. More than half (55%) are global or multinational companies.. 6

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5 MYTHS and MISCONCEPTIONS MYTH

1. 360 surveys only work in big companies. 2. 360 surveys aim to control the managers and enhance distrust and fear. They lead to consequences. 3. 360 surveys are a complete feedback process and replace PDA. 4. 360 surveys are a change. 5. Conducting 360s needs a mature organization and does not fit in a change process.

TRUTH
1. Not the WHERE - the WHAT FOR counts 2. Conducted with care you support a positive feedback culture + enhance commitment. 3. 360 results without context + transfer no positive effect 4. 360 = tool Development + change = processes 5. 360 surveys need a clearly defined purpose. Repeated in reasonable intervals they support change.

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THE TYPICAL PROCESS

Reasonable Repetitions: relevance effect change What should be achieved? Who are the main beneficiaries?

REVIEW

PURPOSE DEFINITION

TRANSFER
MT or HR: Short to long term action plan for change

360FB COMPLETION

REPORT REFLECTION GROUP REPORT DEFINITION

Analysis Areas = Cluster Definition

DEBRIEFING PHASE

1 cumulated picture for the team: trust + commitment N cumulated pictures for the organization: understanding + growth

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REPORT SECTION Management Summary

Highlights/Lowlights, Development Areas, Ranking of Competencies

Demographic/Statistical Summary
Statistical Distinctions and Development

Main Report
Comparison: Competencies, Target Groups, Stakeholder Groups, Timeline Interpretation and Recommendation

Development Portfolio
Recommendations, Measures, Planning, Priority Indication, Hypotheses

Customers key interest: No figures and tables but Hypotheses and Recommendations!
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Feedback Accumulation - ADDED VALUE

Performance = Group Report Team Debriefing

Ability

Motivation

x Opportunity

Measures Definition Programs

Cultural Campaigns Trust, Climate

Organizational Issues Change Necessities

Individual Report, Feedback

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Group Report - ADDED VALUE for MANAGEMENT (Feedback from Customers)

0% 20% 40% 60% 80% 100%

detect success barriers (strategy) anchor performance criteria link indiv. leadership to team/org. dev. align business strategy with HCM identify changes in management style optimize cooperation industry benchmarks
Referring to 2010-2012, Status 09 20 2012, 39 organizations
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Group Report - ADDED VALUE for HR (Feedback from Customers)

0% 20% 40% 60% 80% 100%

program effectiveness (gmt. Dev.) talent management (needs/design) organizational development identification of survey areas integration of company values success evaluation PD processes HR planning/forecast
Referring to 2010-2012, Status 09 20 2012, 39 organizations
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DISCUSSION What are your experiences with surveys (here: group reports) so far? What is from your perspective part of an effective group report? How should the board/management deal with survey results? How would you like to be supported in reflection and transfer?

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Your questions...

Looking forward to seeing you! Visit us in 11.3 , at U.20 Petra Schulte USP-D
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