1. Getting Started With 360 Assessments

2. Business Trends
One-third of U.S. companies use some type of multi-source feedback.
Within Fortune 500, this estimate is closer to 90%.
Clients expect robust features and flexibility:
Multi-rater capability
Anywhere, anytime access
Summary data
Customization
See the following:
Description of the robust features and why they matter:
Multi-rater (efficiency in providing feedback)
Online, ability to provide feedback anywhere they have an internet connection (even if they can’t get into their )
Summary data (grid), provides a quick view of how the participant  is doing
Flexibility of the tool (adding custom items, custom questions, custom competency specific questions)

3. The Power and Benefits of 360 Feedback
More focused development that is aligned around the competencies needed to achieve the organization’s strategy
Provide individuals with a comprehensive understanding of their strengths and developmental opportunities
Increase awareness of how the organization would like them to perform
Align the person’s individual development with organizational goals
Provides a consistent and structured source of feedback outside of the traditional performance review.
Use 360 results as a roadmap for Executive Coaching

4. Success Factors People Solutions Culture Money & Time
Expectations are clear
Advance communication
Developmental purposes
Positive attitude toward feedback
Supports change
Ease of Use
Budgeted effort
Manageable time commitment
How a 360 Survey is launched is critical to its success. Several variables you should incorporate into your planning of the 360. We’ll get into these in specifics a bit later….
Prior to click, introduce the four elements of the framework. See text below.
People – Who are you dealing with? Are you dealing with the right people – the decision makers? Are these people new? What are their motivations?
Solutions – what are they using today? How does our solution compare?
Culture – Is it a progressive company, interested in new solutions? Are they resistant to change?
Money & Time – What is the timing for the company and do they have dedicated budget for it?

5. Discovery People Solutions Culture Money & Time Ask:
What do the stakeholders want out of a 360 program?
What’s driving the need to do a 360 survey of your people?
How do you want to use the results of the survey?
Tell me about how your organization communicates key message to its people.
If this is the first time for such a program: Who will manage buy-in for this type of program?

6. Discovery People Solutions Culture Money & Time Ask:
What other feedback programs and compensation programs exist? What is the timing of those programs?
Have you used other 360 tools in the past?
Are you using a 360 tool now?
What kind of access to computers do your people have?
Re: other feedback programs. Gives the partner an eye into all the other programs that are going on.

7. Discovery People Solutions Culture Money & Time Ask:
Tell me about the last big change you had at the company? How was it received?
How is feedback typically given? Is there a formal feedback process in place?
Is feedback perceived as a positive or a negative in your organization?
What developmental opportunities exist in the organization?
What signs or observations do you typically look for to know change is important?

8. Discovery People Solutions Culture Money & Time Ask:
How do you want to use the results of the 360 to support your strategy?
Has the organization already set aside budget for this effort?
How willing are your managers to invest their people’s time in completing these surveys?
The first question brings forward the annuity concept. Get into this during the class.

9. Why ThinkWise? Avoid the Pain Points
Three Reasons Most 360s Fail:
Lack of specificity in competencies measured
Time-consuming survey process
Lack of actionable development resources
Prior to this slide, pass out the whitepaper. Walk them through each of the three reasons and initiate a discussion about what they hear from their clients regarding these items. If no insight is being shared, tell stories from ThinkWise experience. Make sure that the lack of actionable development resources is tied to ThinkBox. Do a quick demonstration of ThinkBox here too.
Click on Image to Download

10. Actionable Development Resources (ThinkBox)

11. Designing the ThinkWise 360 Project

12. 360 Project Timeline Consulting Opportunities! DEVELOP SCOPE & DESIGN
Partner
Partner or ThinkWise
DEVELOP
Create IDPs
Integrate into Leader programs
Provide ThinkBox and/or Learning Packs
SCOPE & DESIGN
Who? When?
Competencies?
Open-ended?
Scale?
Timing
INFORM
Develop Comm Plan
Pre-meetings
Write s
Solicit rosters
Deliver messages
SETUP & LAUNCH
Start TW project
Obtain rosters and import
Finalize comps & items
Setup s
Launch
MONITOR & ADMIN
Address access issues
Monitor progress
Send reminders
Provide stats to client
REPORTS
Generate reports
Review Group Report
Review with key client exec(s)
Distribute according to plan
FEEDBACK
Group session
Individual sessions
Train-the-trainer for HR
Consulting Opportunities!
Don’t under-value your Scope/Design time.
Reinforce the importance of a good communication plan
Propose solid feedback events (or consider train-the-trainer)
Integrate results with IDPs or Leadership Development programming. Propose follow-up 360 after time period (6-12mos)

13. Best Practices TIMING AND USAGE DESIGN RESPONDENTS RESULTS
When should 360s be used and when should they NOT be used?
DESIGN
How can I efficiently measure what’s important?
RESPONDENTS
Who should respond? Who gets results and when?
RESULTS
What will you do with the results?
WHEN and HOW
Always tied to development
Recognize the power and the danger of 360s – very emotional, having a solid communication plan wrapped around it is critical
Be aware of “feedback culture” of the organization when designing your communication
Be careful of “creep” towards performance feedback or use in succession planning.
Consider timing during the year (keep away from annual reviews)
Consider frequency (annual can be too much)
DESIGN
Does the client already have a leadership framework (competencies)?
Focus on what’s critical for your group. You may need to narrow down the number of competencies included. ThinkWise supports 3-level and 2-level models.
Best practices should limit competencies being measured to 5-8.
Our experience suggests limiting total number of items to 70 or less. This will drive a higher completion rate and less rater fatigue. Remember many respondents are responding for multiple people.
Remember when using the ThinkWise competencies, you don’t have to select ALL the items under the supporting competency. You can reduce the items to 3-4 under each supporting competency.
ThinkWise has THREE levels of behavioral statements: executive, manager and individual contributor. The statements are written slightly different for each. MANY clients just use the manager items rather than splitting the projects out by the three levels, but we have the ability to do it if needed.
Scale – 80% of the time is 5 pt Agreement with n/a, but we have the ability to do different scales.
Open-ended questions are key and critical part of survey. People get a lot of rich feedback out of the open-ended responses. Try to limit OEQs to 2 or 3. (We have found the start/stop/continue to be effective.)
Re: OEQs. We are not fans of the open-ended questions at the competency level. But, we have the ability to do it. We see OEQ response burnout if there are OEQs at each competency level.
WHO
The classic list is manager, peers, direct reports. Many include an other category for internal and/or external customers. Some also include a second manager. (ThinkWise handles this with Manager 1, Manager 2, etc. Each of which reports out separately.)
Total numbers in each category: Less than 3 respondents in each category will prompt no reporting being shown at that item level or competency level. Data will be included in Average, Excluding Self and not broken out for that respondent category.
Results can go to the participant, project administrator or both UPON FINALIZING THE PROJECT. We almost always see administrators controlling the reports and distributing during feedback sessions.
WHAT NOW?
Most critical phase of any 360 is the feedback phase and supporting the development plan that comes out of it.
Consider resources to perform feedback. Can do group or individual feedback sessions.
Will feedback lead to personal development plan? What development resources are available (ThinkBox!)
Is 360 integrated with leadership development programming? (It should.)
Consider follow-up 360 timing to measure progress? (Cover Pulse 360 option)

14. Project Checklist Click on Image to Download
Walk learners through the project checklist. This checklist was designed to help them avoid some of the common pitfalls of scoping and initiating a 360 project. Many answers to the questions on the checklist may already be known to them. That’s ok.
The partner should not send this document to their client and have the client fill it out. It is a working document for the partner. We recommend that the partner refer back to this as they work with their client. It shouldn’t be forced (e.g. “ok, I have to go over this checklist with you”) but should be part of a natural conversation regarding the project.

15. 360 Video Tutorials Creating a New 360 Project
Uploading the 360 Roster
360 Invitation
360 Project Home Page

16. Documentation – What to Use When
Walk clients through process
Leave behind for client reference
Timeline
Great place to start with clients
Explains purpose and high-level description of ThinkWise 360
FAQ
Targeted toward project administrators
Sample communications
Best Practices
Excel tool
Lists decisions that need to be made at project setup
Client Checklist
Client Facing
Walk them through each of the pieces of documentation we provide as part of the certification. Each serves a different purpose:
Timeline – use complete timeline to help clients understand the process.
FAQ document – great place to start when getting involved in 360s. Explains their purpose and high level information about how a ThinkWise 360 is run.
Best Practices for Administrators – targeted toward those who need to design and/or run a 360. Contains sample communications and is much more detailed than the FAQ.
360 Client Checklist – a tool they can use when they are working with their client. Lists all the decisions that have to be made as part of setting up a project. This also includes a pricing tool.
Internal Use (Typically)

17. Questions
If you have any Questions please feel free to contact

18. Thank you!