Building a feedback and coaching culture – we’re trying, but is it working?

In this week’s blog, Debbie Hance, our Head of Business Psychology takes a look at how organisations can look at the quality of their managers’ feedback conversations and how coaching capability can be assessed. Many of the organisations we talk to are still on their journey to improve the quality of feedback that people get whether from their line managers or from others (colleagues, direct reports, customers and so on). Many of these…

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7 ways to improve 360 reviewer response rates

Improving your 360 reviewer response rate may be key to ensuring you get the feedback needed to make 360 activity valuable. Typically ‘lack of time’ is the main reason that 360 reviews are not completed by a reviewer as ‘filling in questionnaires’ is often not high on the list of ‘things to do’ for anyone. Based on our experience though there are a number of practical steps that can be taken to…

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Giving better feedback

Feedback can be powerful. Giving and receiving quality feedback helps individuals, teams and the business as a whole to develop. The challenge which faces us all is how to make a useful contribution when giving feedback to others. In our We think… article – Impact of feedback – we explore how the straightforward FEED model can help structure your conversations. FACTS – Describe factually what it is that the person actually…

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The Talent product roadmap continues

We’re delighted to have released a further enhancement upgrade for the users of our award-winning talent management platform. We’ve listened to feedback – and worked on this to develop new additional functionality which truly adds to the valuable information about your people. HR users are now able to: Identify easily those with high potential as outlined by your organisation. Investigate the ‘quality’ of the feedback a 360 reviewer has given.…

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Your HR processes exposed – What do they say about your culture?

Have you considered how the HR processes in your business ‘condition’ your employees? Do you take a close look at the impact that they have on the psychological contract and engagement? Do you consider the extent to which management practices support your employer brand? Do your processes such as appraisal reflect how your business is, or was or is trying to be? Is it possible that how employees ‘feel’ about…

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Structuring a 360 review feedback session – and the questions to ask

The structure of a 360 degree feedback session can help or hinder the conversation – but what works well? We’re currently working on a Good Practice Guide, but as a starting point, take a look at the following outline and the question prompts which we have found to be useful:  1. Contracting – to gain trust, acceptance and the right to deliver feedback What do you want to get out of this session? What, for you, would make this a productive meeting? What do you want to have by the end of this session? Tell me a bit about your role.  What are the key deliverables?  What are the biggest challenges? What is happening in your job at the moment? Who are your peers? What situations do they observe you in? Who are your ‘customers’? What do they see you doing?…

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Promoting a feedback-friendly culture

We have refined this handy 3-point checklist for developing the culture in your organisation to support the giving and receiving of feedback. Not easy we know, but implemented gradually over time with support from the top and you could make some inroads into this difficult problem. You could of course also ask us to help! 1. Improve and ensure the quality of feedback Train supervisors and others about how to…

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Why do some 360 degree feedback programmes have more impact than others?

What makes for an impactful 360 programme? In an issue of  Assessment & Development Matters (Volume 2, Number 3, Autumn 2010) from the British Psychological Society, Phil Morison presents his qualitative research (conducted in collaboration with Brighton University Business School) into participants’ perceptions of the 360 degree feedback experience. He set out to develop a predictive model in order to help organisations gain a better understanding of the factors that…

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