360-Degree Feedback and Coaching скачать в хорошем качестве

360-Degree Feedback and Coaching

Talent management has become a critical concern for organizations as they seek to create and maintain a culture of leadership, innovation, engagement, and performance. An important tool for supporting organizations in meeting these goals is 360-degree feedback. Over the past 25 years, 360 feedback, also known as multisource feedback, has gained increasing popularity and importance for talent management. By providing an accurate analysis of leadership potential and current effectiveness , 360-degree feedback is useful for determining what is important for success in an organization. Most 360-degree feedback processes share similar characteristics: Multiple individuals assess the leader’s on-the-job effectiveness and other attributes using a numerical rating scale. With the assistance of feedback coaches, leaders examine their high ratings (strengths) and low ratings (development needs), as well as differences between their own and others’ perceptions of their performance. Leaders create a development plan and work with feedback coaches to identify ways they can improve their performance. Probably the most common use of 360-degree feedback is to assess leader competencies. Some 360-degree surveys are appropriate for assessing the potential of leaders to perform in roles with greater responsibility, while others are more suited for assessing effectiveness in the current job. For talent management purposes, best practice organizations have developed clearly articulated, well-implemented, and widely accepted models of effective leadership, known as competency models. The organization’s competency model is implemented in various talent management processes across the organization including leadership development, performance appraisal, leader selection, and so forth. This approach reinforces the importance of the organization’s model of leadership effectiveness and provides leaders and other employees with multiple opportunities to use and better understand the competency model. When 360 feedback is used for coaching and development, a confidential feedback session is held with a trained coach who is experienced with the assessment being used and, if required, certified in its use. In this one-on-one session with the feedback recipient, the coach provides a brief introduction to the background of the assessment, an interpretive session on the recipient’s data, and assistance with developmental planning. The more a leader understands how they are perceived, the more effective they can be in communication, collaboration and development.