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.

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 Beyond “The Great Debate”

2019 ◽  
pp. 149-158
Author(s):  
Jason J. Dahling ◽  
Samantha L. Chau
Keyword(s):  
Performance Management ◽  
Succession Planning ◽  
Future Research ◽  
Self Awareness ◽  
Research And Practice ◽  
360 Feedback ◽  
Great Debate ◽  
And Performance ◽  
Almost All ◽  
Employee Coaching

The contention in this chapter is that the distinction between “administrative” and “developmental” 360 Feedback has become meaningless because it is rarely performed with developmental self-awareness as the only end goal. Almost all 360 systems use the data gathered to inform talent and performance management to some degree. However, these possibilities are likely overlooked when adopting an “either/or” viewpoint on how 360 Feedback can be leveraged in the workplace. First, the historical distinction between administrative and developmental 360 Feedback is reviewed. Highlighted is how this dichotomy has become outdated when thinking about the uses of 360 Feedback. Second, some of the ways that developmentally oriented 360 Feedback is used to strengthen strategic practices in talent management are explored, including individual and team training, employee coaching, succession planning, executive onboarding, and leader development. The chapter ends by using a continuum framework for 360 Feedback in organizations; noted are some future research and practice concerns that are evident from adopting this framework.

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.

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.

scholarly journals Performance Management – an Operative Instrument for Effective Decision Making

2019 ◽  
Vol 8 (4S3) ◽  
pp. 237-243
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Succession Planning ◽  
Positive Impact ◽  
Management Training ◽  
Individual Performance ◽  
Career Management ◽  
Effective Decision ◽  
Effective Decision Making

In the global scenario, the focus of the organizations is revolving around performance management world-wide. Employees’ performance management is the best way for any organization to ensure continued best performance of its employees thereby achieving their goals effectively. It is to be considered as an important role of HR manager that motivating employees to improve positive impact on organizational as well as individual performance. It can be integrated with talent management for compensation, succession planning and learning solution. Hence emphasis should be made to the key attributes of performance management such as Succession planning, Reward Management, Career management, Training & Development, Discipline & grievances and Counselling. After identifying the attributes, the measurement about performances will be made to help the management in administrative, informational and developmental decision making. This paper focuses on effective decision-making process through performance management as succession planning and reward management in administrative decisions, career management and training &development in informational decisions, Discipline & Grievances and Counselling in developmental decisions. These inputs will provide evidence-based decision making to improve the business as a whole.

Integrating Personality Assessment With 360 Feedback in Leadership Development and Coaching

2019 ◽  
pp. 193-212
Author(s):  
Robert B. Kaiser ◽  
Tomas Chamorro-Premuzic
Keyword(s):  
Leadership Development ◽  
Succession Planning ◽  
Personality Assessment ◽  
High Performance ◽  
Self Awareness ◽  
High Stakes ◽  
Leadership Potential ◽  
360 Feedback ◽  
Management Processes ◽  
Development Context

This chapter demonstrates how integrating personality assessment with 360 Feedback can provide a powerful combination for leadership development based on strategic self-awareness. The combination is strategic in that it broadens self-awareness of what one does, and it is powerful in that it deepens self-awareness about why one does it, which can help leaders make lasting changes to better align with the skills, competencies, and values needed for high performance in their jobs and the desires of their organizations. Combining 360 Feedback with personality assessment can also be powerful in selection-oriented talent management processes, from the identification of leadership potential, to succession planning, to hiring decisions. However, these high-stakes applications are distinct from developmental applications and involve a number of different considerations. For the sake of focus and simplicity, the chapter only addresses 360 Feedback in a development context.

scholarly journals Talent management practices and sustainable organizational performance in cement industry

2021 ◽  
Vol 11 (3) ◽  
pp. 48-54
Author(s):  
Mohana S ◽  
Rama Kumari M ◽  
Subramanyam P
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Succession Planning ◽  
Management Practices ◽  
Talent Management ◽  
Cement Industry ◽  
Retention Performance ◽  
Management Learning ◽  
Talent Acquisition ◽  
The Impact

Purpose: This paper aims to explore the composition of “OrganizationPerformance” for employees in Cement Industry of Rayalaseema Region.Research Methodology: The paper applies analyzing data using Reliability Test, Confirmatory Factor Analysis (CFA) and Multiple Linear Regression on a sample of 286 respondents and reduces a set of 24 variables into a list of six attributes talent management practices.Finding: The present study proposes a model of the impact of attributes talent management practices on the organizational performance.Implication: The study found that talent acquisition & retention, performance management, learning & motivating, compensation,career development and succession planning are impacting significantly the organizational performance. Therefore, Cement companies should focus on the above factors to provide better talent management practices.

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.

Does Purpose Matter? The Stability of Personality Assessments in Organization Development and Talent Management Applications Over Time

2016 ◽  
Vol 52 (4) ◽  
pp. 450-481 ◽  
Author(s):  
Allan H. Church ◽  
Christina R. Fleck ◽  
Garett C. Foster ◽  
Rebecca C. Levine ◽  
Felix J. Lopez ◽  
...  
Keyword(s):  
Decision Making ◽  
Organizational Development ◽  
Succession Planning ◽  
Organization Development ◽  
Personality Assessment ◽  
Talent Management ◽  
Consumer Products ◽  
History Of ◽  
The Stability ◽  
Over Time

Personality assessment has a long history of application in the workplace. While the field of organization development has historically focused on developmental aspects of personality tools, other disciplines such as industrial-organizational psychology have emphasized its psychometric properties. The importance of data-driven insights for talent management (e.g., the identification of high potentials, succession planning, coaching), however, is placing increasing pressure on all types of applied behavioral scientists to better understand the stability of personality tools for decision-making purposes. The current study presents research conducted with 207 senior leaders in a global consumer products organization on the use of personality assessment data over time and across two different conditions: development only and development to decision making. Results using three different tools (based on the Hogan Assessment Suite) indicate that core personality and personality derailers are generally not affected by the purpose of the assessment, though derailers do tend to moderate over time. The manifestation of values, motives, and preferences were found to change across administrations. Implications for organizational development and talent management applications are discussed.

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