A best practice on its way to becoming a standard expectation of high
performing talent is multipoint feedback. Also, called multi-source, multi-rater
and 360 degree feedback, it continues to enjoy mass popularity, and many,
if not most, businesses report that they feel it is successful. Importantly
though, it must be executed properly to add value. (See, Human Capital
Index, Watson Wyatt, 2001/2002 Survey Report.) Multipoint feedback is
a process that provides managers and leaders with an opportunity to receive
an evaluation of their job performance from the people around them –
their bosses, their peers, and the people whose work they supervise.
On what area of performance should multipoint feedback be focused?
Multipoint feedback should be focused on a performer’s observable
workplace activities….behavior. In other words, it should deal with
the qualitative aspect of performance not the quantitative. As an example,
quantitative performance would include increasing sales by 10%. The boss
can measure this; no help is needed. However, qualitative performance,
such as initiative or listening, is more often observed accurately by
co-workers.
How can you ensure that the feedback collected is relevant and
objective? Key to relevant feedback is to utilize select and
defined competencies and behaviors well known as strategic performance
expectations. In other words, use a list of behaviors for feedback that
the performer has long known to be job requirements. And, make sure those
behaviors have an explainable link to business strategy.
100% percent objectivity is never possible. Nonetheless, objectivity
is facilitated by establishing well-known definitions for each behavior
subject to feedback which are accompanied by job-specific examples. Moreover,
providing the opportunity for comments is very helpful to put ratings
in context and capture actual observations.
How can you foster positive change from multipoint feedback?
Multipoint feedback is best used for development rather than for performance
ratings or merit increases. It simply is too much to ask co-workers to
do the supervisor’s annual appraisal.
Therefore, any multipoint feedback system must have an approach for designing
an individual development plan with certain key elements. It should list
up to three areas for development, at most. Areas for development must
be described using the same, strategic, defined competencies and behaviors
made part of the original performance expectations and made the basis
of the multipoint feedback. Specific actions to be taken and expected
results must be described.
STARway Service provides both web-hosted multipoint feedback and individual
development plans utilizing a statistically validated competency and behavior
system.
To find out more, please send an e-mail to contact@starwayservice.com.
