<< 1 >>
Rating: 
Summary: Why Do We Measure?
Review: "For several reasons", M.London and W.Tornow write, "360-degree feedback has become a popular technique in organizations today. The complexity of jobs requires that employees have feedback from a variety of constituencies, not just their supervisor, who has traditionally been the source of feedback and performance review. Also, organizational restructuring and downsizing place the burden of development on the employee. Today's organizations generally do not provide structured career paths with promises of job security and advancement. Rather, individuals need to be responsible for their continued ability to add value to the organization. The organization enables this by providing a variety of resources, which often include access to training to improve current job performance and prepare for tomorrow; 360-degree feedback may be part of this development process (from the Introduction pp. 2-3)."In this context, as a collection of chapters addressing the broad issue of using 360-degree feedback for individual and organizational development, authors from Center for Creative Leadership (CCL) : * review origins of 360-degree feedback in organizations. * discuss the standards and dimensions of performance that are rated in a 360-degree survey. * focus on the quality of the ratings and the information they convey to the feedback recipients. * examine the outcomes of the 360-degree feedback for performance improvement and development. * describe the kind of program (Leadership Development Program) that can enhance the 360-degree feedback process by presenting a case study. * consider the benefits of the 360-degree feedback process for organizations and how current practices affect these benefits. * describe the internal and external forces affect the process of 360-degree feedback. * examine the advantage of involving customers in the 360-degree feedback process and in the development of organizational strategy. * show how 360-degree feedback can be an integral part of establishing a learning culture. * focus on standard 360-degree feedback instruments such as : (1) the questionnaire, (2) the scored feedback (or results), and (3) the administrative process. * discuss what is involved in applying the 360-degree feedback process in different countries in a multinational organization. * focus on using 360-degree feedback surveys to measure what happens as a result of an intervention rather than using the data from 360-degree feedback to identify a needed development intervention. "In conclusion", W.Tornow and M.London write, "organizations can maximize the value of 360-degree feedback as a process that will create successful individual and organizational development. This can be done by being intentional and systemic when designing and implementing a 360-degree feedback program such that it fits with the intended purpose, is aligned with the business goals and strategies, and is integrated with other HR systems (from the Conclusion p.258)." I highly recommend.
Rating:
Summary: Why Do We Measure?
Review: "For several reasons", M.London and W.Tornow write, "360-degree feedback has become a popular technique in organizations today. The complexity of jobs requires that employees have feedback from a variety of constituencies, not just their supervisor, who has traditionally been the source of feedback and performance review. Also, organizational restructuring and downsizing place the burden of development on the employee. Today's organizations generally do not provide structured career paths with promises of job security and advancement. Rather, individuals need to be responsible for their continued ability to add value to the organization. The organization enables this by providing a variety of resources, which often include access to training to improve current job performance and prepare for tomorrow; 360-degree feedback may be part of this development process (from the Introduction pp. 2-3)." In this context, as a collection of chapters addressing the broad issue of using 360-degree feedback for individual and organizational development, authors from Center for Creative Leadership (CCL) : * review origins of 360-degree feedback in organizations. * discuss the standards and dimensions of performance that are rated in a 360-degree survey. * focus on the quality of the ratings and the information they convey to the feedback recipients. * examine the outcomes of the 360-degree feedback for performance improvement and development. * describe the kind of program (Leadership Development Program) that can enhance the 360-degree feedback process by presenting a case study. * consider the benefits of the 360-degree feedback process for organizations and how current practices affect these benefits. * describe the internal and external forces affect the process of 360-degree feedback. * examine the advantage of involving customers in the 360-degree feedback process and in the development of organizational strategy. * show how 360-degree feedback can be an integral part of establishing a learning culture. * focus on standard 360-degree feedback instruments such as : (1) the questionnaire, (2) the scored feedback (or results), and (3) the administrative process. * discuss what is involved in applying the 360-degree feedback process in different countries in a multinational organization. * focus on using 360-degree feedback surveys to measure what happens as a result of an intervention rather than using the data from 360-degree feedback to identify a needed development intervention. "In conclusion", W.Tornow and M.London write, "organizations can maximize the value of 360-degree feedback as a process that will create successful individual and organizational development. This can be done by being intentional and systemic when designing and implementing a 360-degree feedback program such that it fits with the intended purpose, is aligned with the business goals and strategies, and is integrated with other HR systems (from the Conclusion p.258)." I highly recommend.
<< 1 >>
| 
