What Is “Strategic 360 Feedback”?

2019 ◽  
pp. 11-16
Author(s):  
David W. Bracken
Keyword(s):  
Decision Making ◽  
Behavior Change ◽  
Performance Management ◽  
Talent Management ◽  
Sustainable Change ◽  
360 Feedback ◽  
Feedback Culture ◽  
Management Processes ◽  
Management And Development ◽  
The Creation

Strategic 360 Feedback is defined as (a) having content derived from the organization’s strategy and values; (b) creating data that are sufficiently reliable and valid to be used for decision-making for talent management purposes; (c) being integrated into talent management, performance management, and development systems; and (d) being inclusive of all candidates for assessment. When these conditions are satisfied, Strategic 360 Feedback processes can create sustainable change in behaviors valued by the organization, create behavior change in key leaders, inform decisions integral to organization-wide talent management processes, and support the creation and maintenance of a feedback culture. All multirater processes should be developmental, and Strategic 360 Feedback in no way precludes its use for development purposes.

The Legal Environment for 360 Feedback

2019 ◽  
pp. 479-502
Author(s):  
John C. Scott ◽  
Justin M. Scott ◽  
Katey E. Foster
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Succession Planning ◽  
Talent Management ◽  
Legal Framework ◽  
Feedback Process ◽  
Perceived Fairness ◽  
Selection Procedures ◽  
360 Feedback ◽  
Management Processes

Many organizations rely on 360 Feedback to drive their strategic talent agendas. Even when 360 is purposed for development only, organizations are frequently reluctant to limit it to this use. The 360 data represent unique input that informs several talent management processes, from high-potential identification and promotion to performance management and succession planning. When 360 results are extended beyond development only and affect an employee’s status, however, a host of psychometric standards and legal requirements emerge. Highlighted is a series of considerations, beginning with design limitations as a decision-making tool (i.e., assessing performance while supporting development) and including score equivalence (across languages/cultures) and perceived fairness. After providing an overview of the legal framework of human resource decision-making, it is applied to the 360 Feedback process, including disparate impact, adverse impact, validation, and alternative selection procedures. The chapter concludes with recommendations for 360 practices, from design to implementation to use in making talent management decisions.

Handbook of Strategic 360 Feedback

2019 ◽  
Keyword(s):  
Decision Making ◽  
Best Practices ◽  
Case Studies ◽  
Talent Management ◽  
Management Systems ◽  
Development Methodology ◽  
360 Feedback ◽  
Management And Development ◽  
Emerging Topics

Strategic 360 Feedback is defined as (a) having content derived from the organization’s strategy and values; (b) creating data that are sufficiently reliable and valid to be used for decision-making; (c) being integrated into talent management and development systems; and (d) being inclusive of all candidates for assessment. The handbook contains 31 chapters by leading practitioners in the field, organized into five major sections: 360 for Decision Making, 360 for Development, Methodology and Measurement, Organizational Applications (Case Studies), and Critical and Emerging Topics. It presents viewpoints from academics, scientists, practitioners, and consultants on best practices in the design, implementation and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.

Best Practices When Using 360 Feedback for Performance Appraisal

2019 ◽  
pp. 19-60 ◽  
Author(s):  
Emily D. Campion ◽  
Michael C. Campion ◽  
Michael A. Campion
Keyword(s):  
Best Practices ◽  
Performance Management ◽  
Performance Appraisal ◽  
Best Practice ◽  
Professional Literature ◽  
Comprehensive List ◽  
360 Feedback ◽  
Management Processes ◽  
Future Work ◽  
Strategic Consideration

This chapter draws from 221 articles or book chapters collected from researchers and professional literature to provide the basis for a list of 56 best practices when 360 Feedback is used to support performance management processes. The practices are grouped into nine categories: strategic consideration, items, scales, raters, administrations, training/instruction, and interpretation of feedback, development, and review. In each section, the authors define and address the importance of each category, briefly discuss practices illustrative of each category, and propose future work needed to further elaborate on the practices within each category. Each best practice is supported with a comprehensive list of resources, with each reference provided in an Appendix.

Historical Challenges of Using 360 Feedback for Performance Evaluation

2019 ◽  
pp. 61-76
Author(s):  
Manuel London ◽  
James W. Smither
Keyword(s):  
Performance Evaluation ◽  
Performance Management ◽  
Leadership Behaviors ◽  
Decision Makers ◽  
Management Tool ◽  
Continuous Observation ◽  
Strategic Performance ◽  
360 Feedback ◽  
Feedback Culture ◽  
Clear Communication

This chapter notes the strengths of 360 Feedback as a strategic performance management tool; the strengths include providing unique information about focal leaders, providing information to decision-makers (including managers) who cannot directly observe performance, creating a feedback culture, communicating leadership behaviors to the organization, and improving performance management. Then, several challenges of using 360 Feedback for performance evaluation and administrative decisions (pay or promotion) are described, such as its proper use (development, decision-making); how to select and motivate raters; how to interpret the data (accurately, fairly, consistently); and how not to overtax the raters. The chapter concludes with recommendations for using 360 Feedback for evaluation purposes: (a) ensure clear communication and understanding of the process and continuous observation and documentation during the year; (b) use 360 Feedback to help leaders understand their performance; (c) address development needs; (d) provide sufficient resources to support integration with performance management; and (e) treat 360 Feedback processes as part of the culture through integration into human resource systems (e.g., performance management) while identifying resistors and creating accountability.

Strategic 360 Feedback for Talent Management

2019 ◽  
pp. 97-122
Author(s):  
Allan H. Church
Keyword(s):  
Decision Making ◽  
Diagnostic Tool ◽  
Management System ◽  
Talent Management ◽  
360 Feedback ◽  
Recommendations For Practice ◽  
Feedback Program

This chapter provides an overview of key elements to consider when using 360 Feedback as an integral part of a strategic talent management system in an organization. The focus of the chapter is on formal structured processes that serve to differentiate, develop, and enable decision-making to solve organizational talent needs. The chapter begins with a case example highlighting the power of 360 Feedback as both a predictive and a diagnostic tool for talent planning and slating candidates for succession. Next, context is provided regarding the distinction between the little and big S in strategic 360 Feedback in talent management programs, followed by a discussion of the four key differentiating components to consider when designing and implementing 360 Feedback for talent decision-making. The last section focuses on key challenges that can influence the effectiveness of a 360 Feedback program along with recommendations for practice.

Technological Innovations in the Use of 360 Feedback for Performance Management

2019 ◽  
pp. 77-96 ◽  
Author(s):  
Steven T. Hunt ◽  
Joe Sherwood ◽  
Lauren M. Pytel
Keyword(s):  
Environmental Factors ◽  
Performance Management ◽  
Technological Process ◽  
Employee Performance ◽  
Technological Innovations ◽  
360 Feedback ◽  
Management Processes ◽  
Management Technology ◽  
The World ◽  
And Performance

This chapter discusses how innovations in 360 Feedback are enabling significant improvements in performance management. This information resulted from asking the question: What are the most effective ways to use performance management technology to positively influence employee performance and development and improve talent decisions? Performance management methods used by hundreds of companies around the world were examined. One of the most important findings is that there is no single best way to conduct performance management. Methods that are effective in one company can fail in another. Common characteristics associated with successful performance management processes are identified. The chapter is divided into four sections: (a) a discussion of the work on which this chapter is based; (b) the definitions of 360 Feedback and performance management and key relationships between the two; (c) a discussion of how technology is transforming 360 Feedback used in performance management; (d) an exploration of the technological, process design, and environmental factors related to the use of 360 Feedback to support performance management.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

Research and analysis of business management processes implemented under conditions of incomplete certainty

2020 ◽  
Author(s):  
Igor Klimenko ◽  
A. Ivlev
Keyword(s):  
Decision Making ◽  
A Priori ◽  
Business Management ◽  
Statistical Uncertainty ◽  
Management Processes ◽  
Classical Decision ◽  
Decision Making Criteria

The study carried out in this work made it possible to expand the rank scale for a priori assessment of the chosen strategy in terms of increasing the sensitivity of assessing the caution / negligence ratio using risky, as well as classical decision-making criteria under conditions of statistical uncertainty.

scholarly journals Internationalization of SMEs and Effectuation: The Way Back and Forward

Proceedings ◽  
2018 ◽  
Vol 2 (24) ◽  
pp. 1422 ◽  
Author(s):  
Hamza El Guili ◽  
Driss Ferhane
Keyword(s):  
Decision Making ◽  
Business Growth ◽  
Entrepreneurial Behavior ◽  
Entrepreneurship Research ◽  
Early Stages ◽  
Theoretical Perspectives ◽  
Theoretical Paper ◽  
Similarities And Differences ◽  
The Creation ◽  
To Come

Business growth is considered as one of the main topics of entrepreneurship research. Due to the increased interest on entrepreneurship, new theoretical perspectives have emerged to explain entrepreneurial behavior. One of these emergent theories is effectuation. It is widely known that entrepreneurs and owner-managers count on different decision-making logics during the internationalization of their ventures, including causal and effectual reasoning. Despite that the use of effectual reasoning has been generally linked to the early stages of the creation of a venture; it has recently been introduced to on the internationalization of SMEs research. Introduced by Sarasvathy (2001), effectuation logic is stated to grow in an unstable operating context where it is complicated to predict and in contrast, it is likely to unexpectedly respond to changes in the environment. Furthermore, it represents a typical shift in approaching entrepreneurship. In this theoretical paper, we first aim to highlight the evolution of the concept and the development of the effectuation theory within the literature. Furthermore, we explain the similarities and differences existing between causation and effectuation reasoning. Finally, we use the lens of effectuation to come up with an understanding of the internationalization of SMEs.

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