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.

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.

The Journey From Development to Appraisal

2019 ◽  
pp. 327-342
Author(s):  
Tracy M. Maylett
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Measures ◽  
Past Performance ◽  
360 Feedback ◽  
Objective Performance ◽  
Objective Performance Measures ◽  
Performance Appraisal Process ◽  
Measures Of Performance

This case study describes an initiative to change a long-standing performance management process at a large manufacturing facility within General Mills that emphasized the attainment of objective performance measures (the “what” of performance) to one that also included the “how” of goal achievement. The organization embarked on a 3-year pilot evaluation of the use of 360 Feedback as a possible solution to replace or supplement their traditional single-source (supervisor) performance appraisal process. The two systems ran in parallel using 140 randomly selected employees. Results showed little correlation between the what measures of performance from the traditional appraisals and the how data collected using the 360 Feedback, supporting the view that job performance should be viewed as requiring both aspects of evaluation, using different methods of assessment. Ultimately, the organization maintained both systems but integrated 360 Feedback into the traditional appraisals as well, creating complementary processes that looked “forward” (development) and “past” (performance).

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.

Moving toward patient-based funding through quality-based procedures (QBPs) for GI endoscopy and colposcopy.

2014 ◽  
Vol 32 (30_suppl) ◽  
pp. 43-43
Author(s):  
Nabeela Ratansi ◽  
Aimee Langan ◽  
Irene Blais ◽  
Erin Svara ◽  
Karla Houser ◽  
...  
Keyword(s):  
Best Practices ◽  
Performance Management ◽  
Capacity Planning ◽  
Best Practice ◽  
Care Delivery ◽  
Clinical Pathways ◽  
Quality Care ◽  
Practice Variation ◽  
Evidence Based ◽  
Gi Endoscopy

43 Background: As part of the Ministry’s Health System Funding Reform initiative, Cancer Care Ontario is tasked to develop and implement Quality-Based Procedures (QBPs) for programs such as GI Endoscopy and Colposcopy. QBPs are clusters of patients with clinically related diagnoses or treatments that have been identified by an evidence-based framework as providing opportunity for improving quality outcomes and reducing costs. As stated by the Ministry, the goal is to reimburse providers for the types and numbers of patients treated, using evidence-informed rates associated with the quality of care delivered. Methods: QBPs are multiyear and have four key deliverables: Clinical: developing clinical best practices. Funding: tying best practices to pricing. Capacity Planning: understanding procedure types/volumes for capacity management. Monitoring/Evaluation: measuring the QBP’s impact. Developing the QBPs has involved: Creating Clinical Expert Advisory Groups (CEAG) of clinicians who are recognized for their knowledge and expertise. Tasking the CEAG to define quality and develop best practices informed by literature reviews, jurisdictional scans, and guidelines. Documenting these standards and clinical pathways in a clinical handbook, providing information on the practices that should be implemented to ensure consistent care delivery. The development of best practices is imperative to the foundation of the QBP and spans multiple years. Once best practice development is complete, it will be tied to pricing, where the procedure will be micro-costed based on workload, equipment, supplies, and other administrative costs. Results: The QBPs continue to evolve and aim to: Reduce practice variation. Improve patient outcomes. Improve system accountability. Improve cost-effectiveness of services. Effectiveness will be measured through a performance management framework, including an integrated QBP scorecard measuring appropriateness, access, and efficiency. Conclusions: The underpinning for moving towards an evidence-based, patient-based funding model involves defining quality standards and clincal best practices, and applying these guidelines to determine the cost of quality care.

scholarly journals Mind the Gap: How a Project in Alberta Attempted to Narrow the Gap Between Classroom Teachers and Language Education Research

2013 ◽  
Vol 30 (1) ◽  
pp. 139 ◽  
Author(s):  
Justine Light ◽  
Sara Gnida
Keyword(s):  
Education Research ◽  
Second Language ◽  
Second Language Acquisition ◽  
Best Practices ◽  
Best Practice ◽  
Language Education ◽  
Language Instruction ◽  
Classroom Teachers ◽  
Teacher Engagement ◽  
Professional Literature

This article presents the development, rollout, and subsequent uptake of the Al- berta Teachers of English as a Second Language (ATESL) document Best Prac- tices for Adult English as a Second Language (ESL)/Language Instruction for Newcomers to Canada (LINC) Programming in the light of literature on teacher engagement with second-language acquisition and teaching research. The first part of the Best Practices project was designed to develop a set of best practice statements of principle developed in collaboration with language education ex- perts in Alberta and through the professional literature, as well as with ESL teach- ers across the province. In the second part of the project, we facilitated the uptake of the principles by teachers and administrators throughout Alberta.Cet article présente le développement, la mise en œuvre et l’adoption subséquente du document des enseignants albertains de l’ALS portant sur les meilleures pra- tiques pour l’ALS aux adultes et le programme cours de langue pour les immi- grants au Canada (CLIC) et ce, à la lumière de l’implication des enseignants dans la recherche portant sur l’acquisition et l’enseignement de langues secon- des. La première partie du projet des meilleures pratiques visait le développement d’une série de déclarations de principes élaborées en collaboration avec des ex- perts en enseignement de la langue, appuyées par la littérature spécialisée et des enseignants en ALS de partout en Alberta. La deuxième partie du projet visait à faciliter l’adoption des principes par les enseignants et les administrateurs à travers l’Alberta.

Performance Management System at Gas Company

2010 ◽  
Vol 14 (01) ◽  
pp. 95-115
Author(s):  
A. K. Siti-Nabiha
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Indicators ◽  
Management System ◽  
Evaluation System ◽  
Parent Company ◽  
Performance Management System ◽  
Appraisal System ◽  
Management Processes ◽  
New System

The case is about the implementation of a performance management system (PMS) in ALPHA, a gas processing company. ALPHA is also a subsidiary of a multinational company based in Malaysia. The new performance management system was imposed on ALPHA by its parent company. The PMS integrates the following key management processes, i.e. strategic planning, portfolio management, resource allocation, performance measurement and reporting and executive compensation in the organization. The ultimate aim of the new system is to ensure that the focus of business activities is on economic value creation. At the heart of this system is the use of key performance indicators (KPIs) for each of the management processes coupled with performance targets for all the KPIs. However, there were various implementation problems in the company. The employees had difficulty in formulating their performance indicators. There was also confusion and anxiety among the organizational members regarding the new system, specifically on how it would impact on their performance appraisal. Consequently, most of the employees formulated two sets of indicators, one to be used for their performance appraisal and another indicator for the performance management system, which is not used in their evaluation system. Ms. Marinah, the General Manager of the Finance Division and also the person responsible for the implementation of the new performance management system needs to make a decision as to whether to continue the usage of two sets of indicators for the parent company or to brief the managers again about the usage of value based indicators for their appraisal system.

360-Degree Feedbackand Executive Coaching

2011 ◽  
pp. 250-262
Author(s):  
Susan Battley
Keyword(s):  
Leadership Development ◽  
Best Practices ◽  
Performance Management ◽  
Goal Setting ◽  
Executive Coaching ◽  
360 Degree Feedback ◽  
Management Objectives ◽  
360 Feedback ◽  
And Performance ◽  
Future Practice

Two cornerstones of leadership development are 360-degree feedback and executive coaching processes. Coaching is growing rapidly as a follow-on activity to help 360 feedback participants interpret their results, facilitate goal-setting, and achieve behavior change. The purpose and benefits of 360 feedback and coaching are identified, as are the principal ways they are used to advance organizational strategic talent and performance management objectives. Best practices, including how to maximize the effectiveness of feedback and coaching interventions, are addressed. Common methods for evaluating outcomes are discussed, along with their limitations. Recommendations for future practice and research that can improve organizational and individual results are included.

Logistics performance management in textiles supply chains: best-practice and barriers

2015 ◽  
Vol 64 (1) ◽  
pp. 52-75 ◽  
Author(s):  
Veronica S Ülgen ◽  
Helena Forslund
Keyword(s):  
Best Practices ◽  
Supply Chains ◽  
Performance Management ◽  
Best Practice ◽  
Management Practices ◽  
Special Focus ◽  
Manufacturing Companies ◽  
Content Type ◽  
Retail Chain ◽  
Geographical Distances

Purpose – The purpose of the paper is to explore the practices with logistics performance management in two textiles supply chains, and to identify the related best practices and barriers. Design/methodology/approach – The method is a multiple case study of two textiles supply chains with a special focus on the rarely addressed interface between the manufacturer and the retail chain. The retail chains represent one large, global retail chain and one Nordic, comparably smaller retail chain. This paper is primarily empirical and describes practices for logistics performance management. The analysis discusses and explains best practices and barriers for logistics performance managements in textiles supply chains. Findings – Differences were identified regarding practices, priorities and collaboration in the logistics performance management process. No textiles industry-specific practices were found. A way of exchanging action plans between the actors is an interesting best practice, which enables improvement projects even with long geographical distances. Barriers in the shape of difficulties in creating a collaborative culture were found; however, IT support seems no longer to be a barrier. Research limitations/implications – Two cases are explored, why a broader study is necessary to confirm the results. The best practices and barriers identified are similar to those known from manufacturing companies. Practical implications – The detailed descriptions of logistics performance management practices can provide insights for practitioners. Even if the studied supply chains are important for the respective actors, there is a potential for increased effectiveness in textiles supply chains. Originality/value – Supply chains for textiles products “starting at a manufacturer and ending in a retail chain” seem to be an unchartered territory and not many studies have been performed.

Does a Knowledge Management Community Manage Knowledge?

2016 ◽  
pp. 165-175
Author(s):  
Milly Perry
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Community Of Practice ◽  
Current Situation ◽  
Organizational Systems ◽  
Professional Literature ◽  
Governmental Organizations ◽  
Management Processes

Applying knowledge management has been examined and researched within organizational systems, in which Chief Knowledge Officers (CKO) lead these processes. There is a significant lack of professional literature in Israel and elsewhere regarding the application of knowledge management processes within the community of knowledge managers (CKO's CoP). The question of whether or not processes of knowledge management exist among the community of leading KM professionals, and the quality of these processes, is important for gaining insight, both in the practice of knowledge management, as well as for researchers in the field. An analysis of a case study of the “Forum of Knowledge Management in Israeli Organizations” which is a CoP (community of practice) attempts to examine these issues; to define and clarify the current situation, and to propose additional directions for exploration, research, and application. This study may result in implementation of “best practices” which will be of significance in emerging economies, and will benefit vision and knowledge for companies and governmental organizations in executing CoP undertakings in an efficient and effective way. This will prevent “reinventing the wheel” and costly “first hand” experience.

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.

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