360 Assessment for leaders
Clearview has developed a 360 Assessment Tool to be used for annual evaluations of the Executive Director/CEO.
Non-Profit Executive Director/CEO Assessment
Non-Profit Faith-Based Executive Director /CEO Assessment
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It provides the participant and the people providing feedback, confidence that an unbiased and neutral organization is facilitating the process. Having confidence in the process provides better opportunities for honest feedback.
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360-degree assessment (also known as multi-source or multi-rater feedback assessment) is a way for individuals to understand their personal strengths and areas of development, using the constructive feedback of others who work with them the most. It’s an anonymous online feedback form that takes about 10 minutes to complete.
It’s a development tool for individual leaders and employees – the combined insights from the collective feedback process are then used to inform an individual’s development plan.
360 Development is multi-rater feedback. This means it should be given by those colleagues who work directly with the person who’s receiving the feedback. This can include supervisors, colleagues, direct reports, board members, and community partners.
It’s also best practice to choose a reviewer (HR Person/Board Member) who has worked with the subject for six months or more. They will have a more consistent experience of the employee’s behaviour, by working with them and seeing them experience various scenarios at work.
Feedback must be:
Seen as an investment in an employee through feedback from peers, direct reports, managers, leaders, the board and community partners.
An authentic review (not a political tool) for developing your employees and not evaluating them
Distributed via an anonymous online feedback form
Feedback must NOT be:
Used for performance appraisal.
A tool that determines employees’ pay, performance, or promotion.
When done effectively, the benefits of a 360 include:
Increased employee self-awareness
A balanced view of the organization as well as the broader growth and development strategy and expectations
Identifying strengths and areas of development in employee skill sets to build on or improve upon them
Building a culture of feedback that allows for open communication
Ensuring successful succession planning;
Generating an optimal flow of identifying training opportunities
When done poorly, some of the downsides of 360-degree feedback include:
Fear of retribution or anxiety over poor working relationships in the future
People feeling overburdened by the workload involved
Heavy costs of getting consultants to facilitate the process
Lack of follow-up leads to apathy around the effectiveness of the process
Difference between a 360 Feedback/Assessment and a Performance Review/Appraisal
There is still a place for performance reviews in the workplace. Where a 360 Feedback/Assessment is for development, Performance Review/Appraisals are tools for reward, and they can sit alongside each other quite comfortably. Here are the main differences between them:
| 360-Degree Feedback | Performance Review | |
|---|---|---|
| Goals & End-Results | As 360 is all about development, it is continuous, with no end in sight. | Recognizes the achievement of a finite, set goal |
| Contextual | Data-driven | Performance management is all about the metric. Once the measurement has been achieved, there’s no more follow-up. |
| Follow-ups and future plans | Managers, direct reports and the employees themselves provide anonymous feedback that can be brutally open and honest, to develop people. | A performance review cannot be anonymous, as the employee knows their raters, and conversations happen face to face. |
| Rewards and Competition | There’s no competition with 360-degree feedback, which may otherwise prevent raters from giving supportive feedback. All 360 is about is development, not prizes. | A performance appraisal is competitive, with employees in competition for rewards, prizes, recognition and promotions. |
| Perception | The 360-degree feedback process is synonymous with development and is perceived by employees to be exactly that. | A performance appraisal is generally perceived as a feedback process that results in rewards – usually material ones. |
Steps & Investment
| Action | Who is involved | Cost |
|---|---|---|
| Set up assessments and send them to the organization to distribute to participants. | Clearview & admin person at the organization who will send out emails to participants with a cover letter from the Executive Director/CEO asking people to participate and welcoming the anonymous feedback. | |
| Gather The data and comments | Clearview | |
| Discuss the results with the Executive Director/CEO and determine 2 things: 1. Areas of strength 2. Areas of development | Clearview (1 hour) and The ED/CEO to review the results. | |
| Executive Director/CEO then takes some time after the initial review of information to develop a plan.. The is before the next session to reveiw the plan, which may involve a board or HR representative. | ||
| The focus of this session is to review the plan with the ED/CEO The final plan will be presented to and monitored by the board. This will include timelines and action steps. Discuss the plan with the Executive Director/CEO and at least one board or HR representative. Opportunity to revise the plan. | Clearview 1 Hour Call / The critical part is that “people own what they create”. Therefore the ED/CEO must develop the plan with quarterly goals/outcomes and then the board keeps them accountable by monitoring at least every quarter. | |
| Total ( Tax Not Included) | $750 |
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