Source | www.ccl.org
For decades, organizations have relied on 360-degree feedback assessments to support leadership development. The surveys help individuals build self-awareness, determine their strengths, and understand where they need to improve.
But that’s just the beginning of what feedback data can do. When you step back and view the results you’ve gathered in new and broader ways, your HR team can elevate its role and get much more out of its feedback investment.
Here are 3 examples of how you can use 360-degree assessment data to produce transformative results for your business.
1. Benchmark Your Company’s Leadership Competencies
Thousands and thousands of 360-degree assessments have been administered over the years. And that means assessment providers have a lot of valuable data they can aggregate, analyze, and share with you. You can see what leaders around the globe have to say about competencies critical to the success of their business. You can drill down and review results by country, job function, business sector, or other points of comparison. You can even determine which leader behaviors are most likely to derail a career.
What can you do with this information? Compare it to assessment data from your own company to see how your leaders stack up. Are they lagging behind others in your industry in key competencies? Are there areas where they are outperforming their peers and giving your firm a competitive advantage?
Use these new insights to craft a more meaningful development roadmap for your business and to build top-down support.
2. Identify Hidden Barriers Holding Your Business Back
To be an effective HR business partner, you sometimes need to play detective. When the HR team for a high-tech company administered a 360-degree feedback survey for the CEO and his direct reports, one result stood out — while other scores were stellar, the entire executive team got rock-bottom marks for its ability to remove barriers that impeded effective teamwork.
Nobody understood the discrepancy. What barriers were getting in the way of teamwork? And what wasn’t being done to remove them?
Though the feedback was submitted anonymously, HR specialists were able to analyze the results by job title. They found the negative ratings came from division directors reporting directly to the executive team. They decided to do a bit of sleuthing and conducted confidential interviews to see what they could uncover.