We’re currently looking to roll out a 360 degree feedback program for some managers. What sort of things should we be looking at in such a program?
We’re currently looking to roll out a 360 degree feedback program for some managers. What sort of things should we be looking at in such a program?
– HR officer in manufacturing, Brisbane
Introducing 360 or multi-source feedback into an organisation for the first time requires a thoughtful, well planned, structured process. Always start with the outcome you are trying to achieve. This goal must be clear, well accepted and communicated. There is no question that 360 is best placed in a development context so try and link your goal to a development outcome. Also be aware of any resistance that might exist, either overtly or covertly, to 360 and plan accordingly.
Consider what other systems and initiatives link into the 360 program. For example many organisations follow up the 360 program with coaching sessions or use it to inform training needs. These links need to be communicated as clear policies. One of the most common concerns for participants is who will get to see my report? The most common concern for raters is the guarantee of anonymity and confidentiality.
Next, consider what expertise and assistance you need. Performance feedback is a very sensitive area and any mistakes are often remembered years down the track. Many organisations opt for external assistance to tap into expert advice and skills and to reassure people about confidentiality concerns.
When selecting your target group of participants it is a good idea to start with as senior a group as possible. This communicates a good message to the organisation and allows for senior leaders to act as role models.
It is of critical importance to have a robust survey instrument. When customising a survey you need to achieve high face validity. You know you have achieved this when people react favourably to the survey instrument in terms of its perceived relevance and user friendliness. As you work in a manufacturing organisation, make sure you use language and terms which will sit comfortably in the organisation. You may need to use a focus group or interview process to draft and finalise the survey.
Briefing participants, particularly if it is the first time people have experienced 360, is important. Key messages to cover are the desired outcomes, the rationale for introducing 360, guidelines in selecting a feedback team and the logistics and timeframes.
The most powerful step in the process is the delivery of the feedback report. There are a range of options available but there is no question that the most effective process is individual feedback by an external facilitator. The individual session should be followed by the participant meeting with their manager to discuss the report and its implications for development opportunities and plans.
by Maryanne Mooney, director, Full Circle Feedback. www.fullcirclefeedback.com.
Drawing the line on resume fraud
We were recently recruiting for a line manager position. Some good candidates put applications forward, but in doing the background checks, where do you draw the line between a slight exaggeration and a lie?
– HR manager in IT, Melbourne
Embellishing a resume to enhance prospects for getting the job is common practice among many job applicants, whether they are applying for an entry level or management position.
Ethically a lie is a lie – even if it’s a slight stretching of the truth or a deliberate scheme to cover up a previous act of fraud. However, in reality there also has to be some give and take to allow for forgetfulness. There are honest people who in fact do forget how much they earned in 1999 and aren’t deliberately making up an amount just to negotiate a pay rise and there are others who truly can’t remember how long they stayed with a particular organisation back in the early 90s. For this reason, allow for minor discrepancies in your checks. If, for example, a candidate said they earned $42,000 when in fact they earned $40,000 this wouldn’t rate as an alert which would concern the employer. If, however, they said $60,000 then this would be an alert which would need to be addressed during the interview process.
Falsifying qualifications and previous positions is unacceptable at any level and it is becoming harder for employers to pick fake degrees because it’s so easy to doctor them yourself or even buy them over the internet.
If employers and recruiters want to eradicate any concerns and manage their risk while at the same time hire the best qualified person with the same conviction of integrity as the company then a more in-depth check is advised. Serious matters such as criminal checks go beyond just making a phone call to a previous employer – it requires engaging the relevant police authorities. This can be difficult if you don’t have the contacts in place while also time consuming to do yourself. In these instances an outsourced background checking specialist can help.
By Sally Mooney, Joint-managing director, Australian Background. www.australianbackground.com.
