Chapter 3 went into detail about the purpose and implementation of 360-degree evaluations. Some people however may be unfamiliar with 360-degree evaluations. In this appendix, we present examples of two 360-degree evaluation tools. The first one is a peer evaluation system; it is brief and designed for students enrolled in MBA programs. The second one is much more extensive and designed to provide senior managers with confidential feedback about their leadership abilities and potential.
LeadNet is the Kellogg School of Management’s Web-based peer evaluation system; it was developed by students, faculty, and staff to enable students to give one another anonymous feedback on their team skills. The method is simple and completely automated. At the end of each academic quarter, students sign on to a secure website and provide anonymous feedback to their teammates by rating each other on 12 key criteria related to improving team-based outcomes. The site then compiles mean and standard deviation scores for each student. After all responses are compiled, students automatically receive private feedback with their personal scores from each of their teams. To enable them to track their progress in building their team skills over time, students also can view their scores from prior terms.
The system allows students to get direct and timely feedback on their team skills. They can track their skill development in particular areas (e.g., leadership) over time and across different teams and projects to focus on skill development. What’s more, students learn how to use peer-based reviews. The automated process means that the information is collected and disseminated efficiently. The feedback is intended for personal growth and does not impact a student’s grades nor is it transmitted to employers. LeadNet also enables managers-in-training to practice giving feedback to team members.
Exhibit A4-1 illustrates how students using the LeadNet site can select the specific team and teammates they want to evaluate; Exhibit A4-2 illustrates a sample matrix for evaluating a teammate and lists all 12 items on the LeadNet questionnaire; and Exhibit A4-3 is a sample of the feedback that a student might receive from the LeadNet system.
Source: Uzzi, B. (2012). LeadNet Demo. Kellogg School of Management.
Each teammate receives feedback in the matrix below (one matrix per question; one question per website frame): | |||||
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Needs Improvement (bottom 10 percent of all students with whom you’ve worked in a group) | Does not meet your expectations | Meets your expectations | Exceeds your expectations | Exceptional contributor (top 10 percent of all students with whom you’ve worked in a group) | |
Teammate | 1 | 2 | 3 | 4 | 5 |
Jane Doe | O | O | O | O | O |
John Doe | O | O | O | O | O |
Jan Smith | O | O | O | O | O |
John Smith | O | O | O | O | O |
Comments: | |||||
Jane Doe | |||||
John Doe | |||||
Jan Smith | |||||
Joe Smith |
Items Rated:
Reconciles differences among teammates to keep team functioning optimally
Encouraged innovation among teammates by introducing new perspectives and information
Evenly contributed to the work load by coming to meetings prepared and consistently producing high-quality output
Maintained appropriate balance between talking and attentive listening
Changed his/her opinion when appropriate, considering entire range of factors
Communicated ideas effectively and confidently
Helped develop team goals and maintain focus on them
Collaboratively developed team norms and values with teammates
Consistently adhered to high ethical work practices
Effective in team’s time management: flexible in scheduling, on time to meetings, and used team time efficiently
Provided feedback effectively
Productively responded to feedback
The questionnaire in Exhibit A4-4 from RHR International Company is designed to assess leadership behavior among senior employees. These behaviors encompass critical success factors in the company. The leaders choose at least nine people (one or two line managers, four or five peers, and four or five subordinates) to complete the questionnaire, which is processed confidentially.
Source: Uzzi, B. (2012). LeadNet Demo. Kellogg School of Management.
John Doe | ||||||||||||
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Note: The values for this demonstration do not reflect any student’s actual scores. The mean and standard deviation of the evaluations you received for each class are listed below. The aggregate statistics combine all of the peer evaluations you received for all your classes last term, including classes that lacked sufficient respondents to report individually; however, stats for sections in which you did not complete a LeadNet evaluation are not included and are omitted in the aggregate stats. | ||||||||||||
Scale: 1-needs serious improvement 5-exceptional | Team: Reconcile differences | Strategic: Encourage innovation | Individual: Contribution and preparation | Individual: Balanced talking and listening | Operational: Changed own opinion as needed | Individual: Communicated effectively | Team: Focused on team goals | Team: Collaborated on norms/ values | Strategic: Ethical work practices | Individual: Time management | Individual: Gave effective feedback | Individual: Receptive of feedback |
Winter 14-15 | ||||||||||||
Accounting | 4.7 0.6 | 3.9 2.3 | 4.7 0.6 | 4.9 0.6 | 4.9 0.6 | 4.9 0.6 | 4.7 0.6 | 4.7 0.6 | 4.9 0.6 | 5.0 0 | 4.9 0.6 | 5.0 0 |
Economics | Sorry. Since you did not complete a LeadNet evaluation for this section, you are unable to receive scores for this section. | |||||||||||
Management and Strategy | 4.5 1.7 | 4.4 2.3 | 4.5 1.7 | 4.4 2.3 | 4.5 1.7 | 4.7 1.2 | 4.5 1.7 | 4.7 1.2 | 4.5 1 | 4.7 1.2 | 4.5 1 | 4.7 1.2 |
Marketing | Fewer than 3 responses; insufficient number to report for this section. | |||||||||||
Org. Behavior | 4.5 1.7 | 4.2 2.1 | 4.4 2.3 | 4.4 2.3 | 4.7 1.2 | 4.7 1.2 | 4.5 1.7 | 4.7 1.2 | 4.7 1.2 | 4.7 1.2 | 4.7 1.2 | 4.7 1.2 |
Aggregate | 4.1 1.7 | 4.6 1.3 | 4.1 2 | 4.5 1.5 | 4.5 1.7 | 4.7 1.1 | 4.7 0.9 | 4.6 1.3 | 4.7 0.9 | 4.7 0.9 | 4.8 0.9 | 4.7 0.9 |
Comments for this term: Great team player! Strong listening and communication skills; responsible and creative. |
Source: 360 Degree Leadership. RHR International Co., © 1998. Reprinted with permission from RHR International Co., Wood Dale, IL.
Key Leadership Quality | Questions |
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Note: All questions answered on 4-point scale: 1 = almost never; 2 = sometimes; 3 = usually; 4 = almost always; CS = can’t say. | |
Provide Vision: “Developing vision and demonstrating commitment to the company’s strategies, and inspiring a sense of direction” |
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Show Entrepreneurship: “Thinking ahead, seizing opportunities to develop new markets, products, or services and taking calculated risks to achieve growth” |
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Influence and Convince: “Persuading others to share a point of view, to adopt a specific position, or to take a course of action” |
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Achieve Results: “Directing the activity of others by setting challenging goals for personal and team accomplishment and by controlling their achievements” |
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Focus on Customer: “Managing proactively the various customer demands while maintaining a consistent level of effectiveness” |
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Enhance Cooperation and Adaptation: “Managing people and teams across businesses and cultures” |
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Empower: “Allocating decision-making authority and creating sense of ownership of the job, missions, or project assignments” |
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