Turn feedback into real action

Organisations have to work to convert 360° assessments into development results

By Mark Busine

How many of your organisation’s employees are using their 360° assessment data to support their development? Certainly not everybody. Maybe 75 per cent? How about 50 per cent? Think lower – much lower.

DDI research shows that only 5 to 10 per cent of employees will turn their 360° assessment results into development action. It’s an astonishingly low number, nowhere near enough to provide an adequate return on your 360° investment or to make a lasting impact on your business.

So how do you up that percentage and increase the return on your investment through behavioral change? What steps can you take to ensure your employees absorb the valuable advice given to them by direct reports, peers and managers?

Organisations commonly have a variety of tools at their disposal to help accelerate development, including:

Bundled development tools

Almost all vendors providing 360° tools offer guides to help those receiving feedback. Not all tools are created equal, however, so it’s important to assess these development tools, and provide supplementary guidance if needed.

Skills-targeted courses

Coaching, managing performance problems or conflict, and adapting interpersonal style are just some of the topics likely to present as development areas for individuals. When topics present consistently, organisations can support individuals’ development with classroom sessions that offer tools to improve performance.

Online development libraries

This resource is often seen as a just-in-time resource for individuals struggling with a particular issue. It can also help individuals to follow up on development areas uncovered during a multi-rater assessment.

Creating a focus on learning

Raising the percentage of people using assessment data for development requires more than just access to development tools. Organisations that see greater return rates on their 360° assessment investments share a focus on learning. These companies remove the barriers that stand in the way of individuals who want to develop. DDI has uncovered several best-practice models that help to support employee development:

Interpretation

The old iceberg analogy rings true when interpreting 360° data. While the surface-level results may offer some guidance, it's what lies beneath the surface that often provides the most insight. Depending on what kind of tool you use, the results of a 360° assessment can be overwhelming. Many factors are rated and, quite often, there isn't huge disparity in the numbers. This may lead to a lack of clarity as to which areas are true strengths and which are priorities for development.

Manager-supported development

Sadly, DDI research shows that there is no correlation between having a development plan and development actually occurring. As with New Year's resolutions, development actions are framed with good intentions but are often neglected, or even avoided.

While individuals must take responsibility for their own development, managers should be charged with helping their recently assessed associates to develop a plan of action, and supporting and guiding them in finding the right resources for continued improvement.

In fact, a best practice in 360° assessment is for the subject to meet with their manager soon after receiving feedback to review results and start the process of creating actionable development plans.

Engaging development options

Development resources provided to leaders need to be engaging and instructive. Training courses, action learning projects and even mentors help accelerate development across all levels.

Most organisations don’t have the resources on hand to invest heavily in every single employee’s unique development needs. This is where access to development libraries can help … but look for libraries that include more than just information. Resources such as self-assessments, planning tools and action-oriented exercises are the best way to take information off a page and into your workplace.

Tools like 360° assessments provide the first important step in any learning and development process - diagnosis. They allow individuals to identify development opportunities and understand key strengths, enabling development actions to be focused on and aligned with development needs.

With the right focus, training and support, organisations can act on diagnoses and prescribe the necessary processes to effectively develop their human capital and realise a stronger return on their investment.

This article first appeared in Recruitment Extra, May 2007.

Mark Busine is the general manager of DDI Australia. DDI is a leading provider of leadership development, succession planning and talent management services.