Choosing Facilitators and Coaches
People new to receiving 360-degree feedback often have a number of questions such as, “Why are these behaviors being measured?” “How can I use this information to enhance my performance?” “What next steps should I take?” The role of the facilitator is to help participants interpret their feedback and to answer any questions they have. If a facilitator is unable or unwilling to provide the answers to important questions, participants may become skeptical about both their own feedback and the feedback process in general.
For that reason, facilitators must be able to talk intelligently about the model on which the behavior items are based, the development of the instrument and its correlation to effectiveness on the job, the specific behavior items and how they relate to each other, the possible correlation between quantitative data and qualitative responses, as well as the relationship there might be between this and other underlying models of leadership or personal style. They must be able to help recipients put the feedback into context, identify key themes and patterns of behavior, clarify next steps to address weaknesses and leverage strengths, and answer the various questions people ask.
It is essential for facilitators to have gone through a 360-degree feedback experience themselves. They will then be much better able to put themselves in the place of the participants, feel the same feelings, and understand the importance of their role in analyzing the data.
Internal or External Facilitators?
You have two options when you are deciding who should facilitate the group workshop or present individual feedback—you can use internal or external facilitators.
Depending on the size of your organization, the number of managers participating in the feedback program, and the expertise available within the human resource department, an internal facilitator may be the best choice to deliver the workshop or present individual feedback. The advantages to using an internal facilitator include familiarity with the organization’s development objectives and the culture and environment in which its managers operate. To present the feedback effectively, facilitators need to understand how the feedback program relates to other organizational efforts and goals.
An inventory of your available internal resources may reveal a need to look outside the organization for a facilitator. If you are using an outside vendor to develop, administer, collect, and process the feedback, you may want to use a facilitator from the same firm to ensure familiarity with the instrument or process. To be effective, however, an external resource must also understand the issues the feedback process is trying to address, the internal dynamics of your company and its culture, and the people with whom he or she will be working. In many cases, such understanding can be gained by briefing external facilitators on the overall development goals of the organization or allowing them to meet or speak with a cross-section of the managers who will receive feedback before the program is launched.
Managers receiving feedback often appreciate having a third party involved. An outside person can both help recipients get a feel for what people in other companies are doing and increase the sense of confidentiality among the recipients.
Facilitator Certification
If an organization prefers to use internal trainers, a train-the-trainer program is often the answer. Most vendors offer a two-or three-day program to train in-house resources in the use of their instrument. Usually, a certified trainer experienced in delivering 360-degree feedback begins by facilitating a program with the would-be trainers as participants to give them a sense of what it is like to look in the mirror and receive feedback on their own behaviors. The consultant then answers questions about the process and the instrument. Finally, the potential trainers practice presenting key information and analyzing sample reports, with the consultant providing coaching and offering suggestions for improvement.
The certification process generally includes having the consultants observe the newly trained facilitators when they deliver their first programs. Frequently, the vendor will also provide follow-up and coaching as needed to ensure that the programs are running smoothly. They may also review program evaluations as a source of tips and ideas for improved performance.
Skill Level and Experience
A skilled facilitator can add a lot of value to the feedback, while an untrained or clumsy facilitator can render it virtually useless. To make the most of the feedback experience for participants, facilitators need to be skilled at spotting trends in the data, pulling out key messages, and helping participants interpret their feedback. Facilitators doing one-on-one feedback are likely to be working with senior managers, sometimes only with qualitative results from a series of interviews. They will be particularly effective if they have a business orientation and can provide advice that will appear credible given the work and role of a senior leader. A workshop facilitator should have experience in a classroom setting, effective speaking and listening skills, and the knowledge and background to cite real-life examples of people using effective managerial and leadership behaviors. A well-designed feedback report will help managers work through the meaning of individual scores and comments, but a gifted facilitator can move them from understanding to action.
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