Coming Full Circle: 360 Feedback Noel Landuyt, PhD
Institute for Organizational Excellence University of Texas at Austin’s School of Social Work Research Unit History State of Texas Strategic Plan & Texas Government Research Work in 35 States Employee Engagement Surveys (1/4 Million employees) Customer Surveys (1/2 Million customers of services) Leadership Excellence (360, Collaboration, Supervision)
Service Value Chain Service Value Chain Agencies Leadership Employees Customer TRUST Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International Review of Administrative Sciences.
What is Engagement?
Engagement 20% Fully Engaged Passively Engaged 50% Disengaged Actively Disengaged 30%
Engagement Matters Employee Retention/Turnover Knowledge Integration and Information Transfer Burnout Team Work Quality Organizational Induced Learned Helplessness Employee Voice Personal Satisfaction Social and Organizational Capital “Trust” Service Delivery
Why Focus on Leadership?
Intent To Leave They do not… • believe they have a career with this organization. • have a job that meets their expectations . • feel a sense of pride when they tell people where. • feel their efforts count. • think that every employee is valued . • believe their work encourages open and honest communication. • perceive that their ideas and opinions count at work. • think there is a basic trust among employees and supervisors. • their work supports a balance between work and personal life. • Pay
Understanding Two Questions? What do we know about our leadership abilities? What do others know about our leadership abilities? Known Self Unknown Known Others
Known v. Unknown Known Facade Arena Self Unknown Blind Spot Unknown Known Others
Moving Towards Known Known Arena Facade Self Unknown Blind Spot Unknown Known Others
Multi ‐ Rater Self Direct Reports Supervisor Peers
Pro’s Strengths and weaknesses in key competencies • • A baseline for changes/improvements Comparisons between the individual and raters • Benchmark comparisons between leaders • • Identify training and learning opportunities Identify future leaders • • Platform for employee engagement
Con’s • Receiving feedback can be hard Giving feedback can be hard • Evaluators do not always give constructive feedback • • Handling conflicting opinions • Question of feedback as truthful Intend to act not follow ‐ up up on •
What To Do Action Planning Consultation Collection Introduction
What To Do: Introduction • Feedback must be anonymous and confidential • Not be used to for salaries or promotions People with enough experience and interaction • • Feedback expert used to interpret the feedback
What To Do: Collection • Feedback both written and numerical ratings Multi ‐ rater • Catalyst for conversation • • Shows willingness to improve
What To Do: Consultation Some results need conversation • People won’t act on what that they don’t understand • • Explain the scoring and present the results properly Direct next steps and planning •
What To Do: Planning • Follow ‐ up is an essential • Reflect on results • Set priorities • Create action plans and timelines • Anticipate barriers
What To Do: Action • Act on the plan • Bring back to employees Reassess in 6 ‐ 9 months •
Service Value Chain Service Value Chain Agencies Leadership Employees Customer TRUST Heintzman and Marson (2006) People, Service and Trust: Links in the Public Service Chain. International Review of Administrative Sciences.
Linking Leadership to Employee Attitudes
Thank You! www.survey.utexas.edu Noel Landuyt, PhD nlanduyt@austin.utexas.edu
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