You’ve developed your capability framework, and now it’s time to create a rollout plan. The biggest cause of concern with the increased popularity of capability frameworks is the impact on people’s day-to-day workloads. Survey fatigue is an increasingly common challenge when implementing a capability assessment program. Leadership 360-degree assessments have previously only been deployed to a select group of people, yet the advent of more broad functional capability assessment for larger audiences means more and more people are impacted.
How do key stakeholders access this?
Giving access to your assessment platform to your stakeholders should be clearly defined, easily accessed, and aligned with your internal business strategy. Whether email communications link them to an assessment platforms, or a link from within an internal intranet takes them straight into their login via single-sign on functionality, the key is that the user-experience looks and feels like an internal tool, and is aligned and communicated with your people and talent strategy.
Using processes such as single sign-on may sound like an ideal state, but it’s worth considering the consistent uploading of users onto a platform, and the GDPR implications of keeping personally identifiable data on record. Single sign-on certainly does have benefits of ease of use and a smooth click through process, but in some scenarios such as the factors above, a username and password approach to logging in on a secure platform tends to be the best way to go.
A successful project starts with communication, communication, and more communication. Your target audience, namely the participants and the individuals rating them, need to understand the purpose and outcome of this process. This should be clearly communicated to everyone involved from the word go. We have yet to see a successful assessment project where communications have been poor or lacking.
What you need to clearly communicate is the purpose of the assessment, its outcomes, the assessment process itself, and the time that it will take for each individual to complete the assessment.
Even in the scenario that you communicate well, the next major downfall of an assessment project is having unclear outcomes to the process. On many occasions, we’ve seen projects where the assessment itself is successful, with high response rates, but the promised post-assessment development never eventuates. The consequence here is that the assessment process develops a reputation as inefficient, rather than a critical part of personal development. To avoid this, ensure you have a structured and communicated your development outcome.
Is it a 180 or a 360?
Does the assessment need to capture feedback from stakeholders all around the rater, or simply feedback from one other individual outside the person being assessed? We define a 180-degree assessment as the participant of an assessment and one other rater from around them giving feedback, regardless of that raters’ relationship with the individual.
Traditional 360-degree assessments are best used as part of the measurement of core leadership competencies. Behaviours that make up this framework are generally observable in all facets of the work environment, and the use of feedback from every relationship to a person.
180-degree leadership assessments are being used more frequently to supplement the feedback given as part of an annual performance review. This style of assessment is also being used as a tool to allow managers to receive more regular feedback from their direct reports.