Administrating 360 process: distributing questionnaires; introducing the ; planning the; processing the questionnaires; selecting raters

American Express

American Psychological Association

Anonymity issues: ensuring rater anonymity ; importance of addressing; interviews and; monitoring questionnaires without violating; questionnaires and

Appraisal systems. See Performance appraisal systems

Arsenal Capital Partners (Arsenal)

Ashwell. W.

Awareness. See Creating awareness

Baglio.

Barker, M.-C.

Behavioral questions

Behaviors: achieving business strategy/culture change; agreed-on 360 process measures for; clarifying what will be measured in data collection; developing individual plan for improving ; ensuring critical job-related; measuring job-relevant; monitoring progress in changing; preliminary identification of development targeted ; strategies for changing; 360 process providing common model of effective

Beyond Ambition (Kaplan)

Boston Consulting Group (BCG)

“Building a Performance Culture” (S&P’s PMP guide)

Burns, R.

Business needs: creating awareness/skill development matching; creating competency model linked to performance and; linking 360 process to; using theoretical models consistent with . See also Organizations

Campbell, B.

Capolarello.

Case studies: Arsenal Capital Partners (Arsenal); creating awareness and skill development using; Erie Insurance; Financial Guarantee Insurance Company (FGIC) ; Lehman Brothers; New York Life; Standard & Poor’s. See also 360-degree feedback applications

Case Western Reserve

Center for Creative Leadership (CCL)

Champions: addressing causes for lack of commitment; answering typical objections to 360 process; assessing your own readiness as; developing a plan of approach; doing your homework and preparation for ; three levels of support objectives by

Change strategies: coaching-consulting-mentoring as ; job assignments providing developmental experience; management training; reading and learning as; self-monitoring as

“The changing Nature of Leadership” (Martin)

Clark.

Coaching: facilitator role in; sharing of feedback during; 360 process for enhancing. See also Facilitators

Coaching activities

Cohen, H.

Commitment: causes of lack of; as support level

Communication: eliminating 360 process resistance through; importance of good 360 process; interview skills related to effective; lacking between different HRM systems

Compass Program (American Express)

Compensation: linking 360 process, performance, and; tips for including 360 process in decisions regarding

Competencies. See Skill development

Compliance support level

Confidentiality issues: ensuring response confidentiality; importance of addressing; interviews and; monitoring questionnaires without violating; one-on-one feedback delivery and; questionnaires and

Consulting activities

Crane, J.

Creating awareness: appreciating perceptions of others for; using case studies for; coaching group activities for; first impression of data; focusing on the messages for; identifying business challenge for; preparing sharing and clarifying workshop meeting for; presenting the feedback for; value of 360 process for; using video models for. See also Skill development

Cromwell Consulting

Cromwell, K.

Customer feedback

Daley-Caravella.

Dalton, M.

Data: ensuring accurate and high-quality ; first impression of the; involving people in interpreting the ; 360 process ensuring balanced and objective; working definitions for types of

Data collection: decisions regarding how to approach; ensuring quality ; frequency of; sound 360 process to ensure valid; working definitions for information included in. See also Interviews; Questionnaires

Data collection selection: available resources factor for; participant organization level factor for; population size factor for; type of data to be collected factor for

Development Goal Worksheet

Development goals: establishing; need to clarify; 360 process supporting/reinforcing

Development plan: including additional follow-up activities using; individual role in creating; Lehman Brother’s use of 360 process for leadership; monitoring progress through ; productivity measures component of ; strategies for change component of; tactics to include in ; tips on effective use of

Development systems: how 360 process enhances; problems with traditional; purpose of; tips for integrating 360 process into

DeVries.

Edison, T. A.

Eichinger, R. W.

EPCOT

Erie Insurance

Face validity confirmation

Face-to-face interviews

Facilitator certification

Facilitators: coach role of; feedback session management by; internal vs. external; selecting feedback delivery; selecting interviewer . See also Coaching

Feedback: customer; development of 360-degree form of; difficulty to getting upward; short history of corporate use of

Feedback Consolidation Worksheet

“Feedback rich” environment

Feedback session: choosing location of ; delivery methods for; group work; scheduling the; selecting facilitators and coaches for . See also Presenting feedback

Feedback session delivery: comparison of; ensuring effectiveness of; group feedback workshop approach to; issues to consider when selecting ; one-on-one approach to ; self-study approach to

Feedback to Managers: A Review and Comparison of Multi-Rater Instruments for Management Development (CCL)

Financial Guarantee Insurance Company (FGIC)

Follow-up activities: consolidating the feedback using; continually adding new; formally linked to human resource management systems; importance of providing; other priorities interfering with; preliminary identification of development targets; Problem Solving ; sharing and clarifying meeting

Fujifilm USA

FYI for Your Improvement—A Guide for Development and Coaching (Lombardo and Eichinger)

Gattinella, M.

Greenfield, H.

Group feedback workshops

Group interviews

Group orientation meetings: introducing 360 process through; outline for raters; outline for recipients

Group work sessions: approach I: creating awareness; approach II: creating awareness and skill development; description of

The Handbook of Multi-Source Feedback (Bracken, Timmreck, and Church)

The Hartford

Hartford Financial Services Group

Henrikson. R.

Hesiod

Holmes, O. W.

Howard, G.

Human resource management (HRM): formally linking follow-up activities to ; lack of communication between different departments; organizational requirements for supporting 360 process by ; 360 process used for Arsenal ; 360-degree feedback component of . See also Organizations; Performance management systems

Improvement plan. See Development plan

Individual performance: development plan to improve; 360-degree feedback used to enhance

Influence Skills Survey

Inter-rater agreement

Internal consistency

Interview feedback reports: preparing the ; presenting the; sample format for

Interviewer-facilitators. See Facilitators

Interviews: advantages and disadvantages of using; clarifying purpose of; conducting effective; confidentiality of; considering using questionnaires versus; deciding on participants; determining format for; developing questions for; feedback report on ; finalizing objectives and clarifying deliverables; interviewer-facilitators of; making decision to make or buy; presenting the feedback from; scheduling the; testing previous opinions given during; 360-degree feedback data collected through. See also Data collection

Introductory letters

Job assignment experience

Kaplan, R.

Kaplan-DeVries

Knowledge feedback, description of

Korn/Ferry Institute

Kushnir, S.

La Belle, T.

Lane, J.

Leadership development: creating development plan for; using development plan for; Lehman Brother’s use of 360 process for

Leadership in Organizations (Yukl)

Learning by Design

Lehman Brothers

Lehman’s 720 Process

Leone, P.

The Lessons of Experience (CCL)

Levitt, T.

Live 360 (MetLife)

Lombardo, M. M.

McAuley, S.

The McGraw-Hill Companies

Management by objectives

Management training

Managers: downward feedback by; enlisting 360 process support of; implementing 360 feedback recommendations support for; origins of 360-degree feedback use by; sharing of feedback with. See also Senior managements

Marquis, J.

Martin, A.

Meetings: group orientation; group work sessions; one-on-one orientation; for sharing and clarifying feedback

Mentoring

MetLife “360 On Demand”

MetLife Live 360

Monitoring progress

Multi-Rater Competency Assessment

Multidirectional behavior

New York Life

Nieroth, P.

Novelli, P.

The Office Survival Guide (Puder-York)

OgilvyOne

One-on-one feedback delivery

One-on-one orientation meetings

Open-ended questions: interview; questionnaire

Organizational culture: FGIC’s 360 process for integrating; S&P’s 360 process used to build performance; supporting open and honest feedback; 360 process for clarifying behaviors related to

Organizations: “Feedback rich” environment of; requirements for using 360 process in; 360 process to build bench strength of; tips on introducing the 360 process in. See also Business needs; Human resource management (HRM)

Orientation meetings: group; one-on-one

Participant recipients: fear of exposing weaknesses by; group orientation meeting for; planning how they will be informed; point of contact provided to; rater selection by ; setting guidelines for maximum use of; sharing and clarifying feedback meeting and; unwilling to challenge self-perception. See also Raters

Performance: agreed-on 360 process measures for; appraisal of; compensation tied to; creating competency model linked to business needs and; individual; monitoring improvement of; team; 360 process for organizational culture supporting; 360 process providing common model of effective ; 360-degree feedback used to enhance. See also Productivity

Performance appraisal systems: how 360 process enhances; information processing issue of; multi-rater performance; performance criteria consistency issue of; problems with traditional; purposes of; self-image issue of; tips for successfully using 360 process in

Performance management systems: appraisal component of; linking performance and compensation in ; Performance Management and Measurement (PMM) as; using 360-degree feedback as part of . See also Human resource management (HRM)

Performance Management and Measurement (PMM)

Personal questions

Personnel Decisions International

Pethick-Lawrence, E.

Planning: administration of 360 process ; including stakeholders in process of

Point of contact

Polak, A.

Pomerance, H.

Positive questions

Presenting feedback: choosing facilitators and coaches for; ensuring that delivery method is effective; ensuring that people get the most out of feedback; group work session approaches to; methods for delivering the feedback; 360 interview report; 360 questionnaire report. See also Feedback session; 360-degree feedback resistance

Price issues: as instrument selection factor ; making decision to make or buy instruments

Problem Solving activity

Productivity: measures of; New York Life’s 360 process to increase. See also Performance

Puder-York, M.

Questionnaire issues: assessing questionnaire research quality; confirming face validity; price considerations; reliability; theoretical models

Questionnaire selection: benefits of interpretative frameworks to consider in ; general issues to consider for ; in-depth evaluation phase of ; initial search phase of; support material issue of

Questionnaires: distributing the; feedback report on; issues to consider for selecting; making decision to make or buy; overview of data collection using; planning how to monitor; using open-ended questions in; processing the; 360-degree feedback data collected through. See also Data collection

Questions: characteristics and types of; confirming face validity of; developing interview; open-ended ; for preliminary identification of development targets

Raters: email reminder to; ensuring anonymity of; evaluation support provided by; group orientation meeting for; invitation to; observation training of; selecting ; setting guidelines for maximum use of; sharing and clarifying feedback meeting and. See also Participant recipients

Rech, P.

Recipients See Participant recipients

Reliability: inter-rater agreement issue of ; internal consistency issue of; test-retest consistency issue of. See also Validity

Resistance support level. See also 360-degree feedback resistance

Rusk.

Sawyer, R.

Scharlatt, H.

Scheduling interviews

Seifert. F.

Self-development phases

Self-invitation

Self-monitoring

Self-Monitoring Checklist

Self-perception barrier

Self-reminder email

Self-study feedback session

Senior management: championing 360 process to; identifying key decision-makers among; importance of gaining support of. See also Managers

Sharma.

Simon, H.

Skill development: using case studies for; development plan for improving ; establishing development opportunities with; identifying business challenge for; monitoring progress in; preliminary identification of targets for; rehearsing; skill feedback used in; using video models for. See also Creating awareness

Snow White and the Seven Dwarfs (Disney film)

Society for Human Resource Management (SHRM)

Society of Human Resource Managers

Stakeholder Map: illustrated diagram of; steps for creating a

Stakeholders: causes of resistance by ; “hidden,” 106; identifying ; including them in planning process

Standard & Poor’s

Style feedback

The Successful Manager’s Handbook: Development Suggestions for Today’s Managers (PDI)

Team performance

Telephone interviews

Test-retest consistency

Theoretical model-business needs relationship

360 interview reports: preparing the; presenting the; sample format for

“360 On Demand” (MetLife)

360 questionnaire reports: comparing feedback from others with self-perception; comparing person’s ratings to norms; confidentiality issue of; displaying feedback for items as well as categories; identifying feedback from different perspectives; identifying job-related behaviors; including recommendations in; interpretive frameworks for feedback included in; overview of

360-degree feedback: administrating the process of; assessing your own knowledge about; creating champions and selling idea of; description of ; human resource management enhancement through; key decisions about using; organizational requirements for using ; where and how applications of . See also 360-degree feedback resistance

360-degree feedback applications: clarifying behaviors achieving business strategy/culture change; enhancing individual and team performance; ensuring development of critical job-related behaviors; lessons learned bout; manager survey on the “how” of; manager survey regarding; questions to ask about . See also Case studies

360-degree feedback decisions: on collecting and presenting feedback; ensuring quality data collection; on getting widespread support; providing training, development, follow-up activities

360-degree feedback lessons: get senior management support; importance of communication about 360 process; linking 360 process to strategy or business need; measuring behaviors relevant to jobs; provide ongoing support and follow-up

360-degree feedback resistance: addressing lack of input in 360 planning; causes of stakeholder; it is not the best use of resources; it is too risky; it is too time-consuming and distracting; it will not make any difference; negative perceptions of multi-source feedback; regarding how feedback will be used; regarding purpose of 360 process; things are fine, so why bother?. See also Presenting feedback; Resistance support level; 360-degree feedback

360-Degree Feedback Users’ Conference survey (1995)

Training: lack of priorities and resources for ; providing rater observation; 360 process clarifying priorities of

Training systems: how 360 process enhances ; problems with traditional ; purpose of; tips for integrating 360 process into

Trainor.

UBS Investment Bank

Unbalanced feedback issue

Validity: agreed-on performance measures to ensure; confirming face; sound 360 process to ensure; technical report references to. See also Reliability

Video conference interviews

Video models

Weakness exposure issue

Weatherhead School of Management (Case Western Reserve)

White, R.

Wilmington Trust Wealth Advisory Services (WAS)

Woodroffe, S.

Worksheets: Development Goal Worksheet ; Feedback Consolidation Worksheet ; Self-Monitoring Checklist

World Federation of Personnel Management Associations (WFPMA)

Yukl, G.