How does my 360 report help develop my people?
If the primary goal of a 360 feedback assessment is to encourage and facilitate individual and organisational development, then the question needs to be asked, does my report lead to clear development interventions?
There are multiple ways in which to link the results of a competency assessment to the development of an individual or an organisation. Most effectively, these are created and customised by the target audience themselves, with the guidance of the organisation.
At the end of some assessments, the individual being assessed, and their manager, are asked how important each competency is to them and their role. The use of this ‘Importance Rating’ can be a very useful tool in guiding individuals toward developing areas that are specifically relevant to them in their role, rather than just competencies in which they don’t display certain behaviours.
In the example of a leadership competency framework that is available to all mid-level leaders within an organisation, some core competencies might be far more relevant to people within the accounting function than people within the marketing function. However, if those differences and relevant competencies aren’t highlighted, then the value of those competencies will be rated the same, regardless of whether or not the behaviours that underline that competency are relevant to that individual or function.
By creating an importance rating and asking the individual and their manager whether or not a competency is relevant to them, not only can we help focus their development on areas of critical priority and leverageable strengths, but we can also identify whether or not that person has an accurate view of their role, and the behaviours and areas of competence that will define their success.
Allowing individuals to create their own development plan, particularly off the back of an online, interactive report, means that they can focus their development on areas that are most relevant to them. Giving the user the ability to add a competency to a development plan as they go through various sections of their report, whether it be the granular data of each individual behaviour, or the wider area of key highlights and recommendations from the importance rating, means that the process of development is immediate. Rather than having a tenuous link from a PDF report to a program with no measurable outputs, creating an online development plan allows both the individual, and you as an administrator, to monitor and interact with developmental actions and resources over a consistent period of time.
Development plans do not necessarily have to ‘step on the toes’ of learning management systems or other talent platforms in which users already have development interventions. Rather, they should be a helpful guide that links the user to those areas.
Link Competencies to Resources
Another great benefit of development plans directly off the back of online, interactive reporting, is the ability to integrate with resources related to each individual competency. Once a user has built and mapped out their own areas of focus, they should be supported by resources that are available. Whether that be linking each competency to a learning management system, 70-20-10 modules, formal programs, or even content such as YouTube videos and book purchases, there should be a clear next step for the user to take.
Giving each individual that clear next step not only continues the journey and gives the ‘medication’ to the diagnosis of the competency assessment, but it also frames in the users mind that competency assessment is an ongoing journey over time. It is not a journey that ends, but the resources and support is there or the individual to continually develop and improve from a leadership, performance and behavioural perspective.
In an ideal world, linking off to each resource may be done through the use of single sign-on functionality. If this is not available, it’s not the end of the world, but creating a clean and easy user experience for individuals to access development resources directly from their reports and development plans is a must.
Feeding into Organisational Reporting
The results and trends that come out of our competency assessment processes should drive organisational levels of change, in addition to individual behavioural change. To be able to do this effectively, the data output must directly feed into organisational reporting. Tools like Microsoft PowerBI have been used effectively in this endeavour, as have wider talent management systems. The limitations in uploading the data into these systems sit around the inability to create live data dumps and data feeds with ease. Having a tool that feeds live data directly into customisable and filterable business intelligence and analytical reporting takes the human error out of data uploads, and allows you to create and gain organisational insights both over time and in real time.