How is your organization using professional assessments?
Self-assessments, 360 degree feedback, assessment centers, and other similar tools are widely used in the workplace. What's your experience with them?
A lot of information is generated during the assessment process. I was reviewing some feedback that was coming in for a client and realized that there are lots of good uses for it. And we may not always be taking the best advantage of the information and the potential process. So. . .
Would Some of These Help You and Your Organization?
Assessment feedback, by definition, is given to the subject of the assessment. That person is often asked to reflect and decide what, if anything, to do with it. That's fine. Making changes is a choice. But here are some other ways to get the most from the data. You may be doing some are all of them now. If not, here are some thoughts that I hope you will find helpful:
1. In the case of 360 feedback, encourage the recipient (I'll use the word "Manager") to get together with the group that generated the data. It's an opportunity, at minimum, to acknowledge the time and energy they put into the activity.
Suggest that the Manager share the themes and take-aways from the data. 360 activities have some of the same dynamics as surveys. Participants want to know what happened with their input--and what will change as a result. This is a chance to do just that. And, if the Manager has misinterpreted something, the group can add clarity.
Yes, I know that the feedback is anonymous, blah blah. However, the act of inviting the respondents to come together also invites a deeper level of candor. And the fact of the matter is: These are people with whom the Manager has to work. Sooner or later it will be time to increase the honesty of conversations. This is an ideal framework in which to do that.
2. A Good Reason For A Good Conversation with "The Boss."
If you're the Manager, make an appointment with your boss. Tell what you think you want to do differently. Ask if the boss sees the data and your intended changes in the same way. Or differently. Here's the principle: Giving straight feedback is difficult for a lot, if not most, people. Including the boss. If you provide the data and ask for suggestions, you've done the work that your boss my find tough. It may be the most meaningful conversation the two of you have ever had.
3. A Good Reason For a Good Conversation with Your Reports.
If it's a 360, some or all of those folks provided feedback. I wouldn't call a departmental meeting and declare "Let's share." I would do one of these two:
- Make it a point to informally share what you learned and are working on with each person. Do it in the course of normal conversation.
- If you have a full group meeting coming up soon, take 10 minutes to talk about the assessment, the process, what you learned, what you are working on, and what kind of support you need to do those things. The payoff? You get help. You set the model that getting feedback and doing assessments is a valuable activity.
4. Self Assessments. Any or all of the above will be helpful to validate your self perception. We have ways of deceiving ourselves on both scales: positive and negative. Have the conversations that will give you an accurate picture.
Let's assume that you--or whoever is being assessed--will use the info for development. Here's the payoff you don't want to miss: the data provide an "objective" reason to have a "subjective" conversation. When you rally around the information, you are in an arena that's focused on performance factors and not necessarily you as a person. (That may be a result. Why not find out while you still have time to make changes?).
Most of all: an assessment offers a legitimate reason to have the kind of conversation you've been missing.
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