Integrating your company values into 360 Assessment Questions

A way to reinforce the importance of your company’s values is by integrating them into employee assessments. This article will detail the ways you can align your assessments to reflect your company values. You’ll find out how to plan and ask the questions that go hand in hand with what matters most to your organization.

Here is a definitive guide to making your 360 employee assessments reflect the values that your company deems to be imperative.

Communicate Company Values Clearly to Employees

If you’re evaluating employees with your company values in mind, employees should first understand exactly what those values are. Company values may be communicated through employee onboarding packages, websites, newsletters or the company intranet. When it’s time to conduct performance reviews with employee assessment software, employees won’t be blindsided when you measure their performance against these values.

Another opportunity to clearly communicate company values is when an employee first joins the team. As they already have to get oriented with a new environment and role, they can also learn what the company stands for. In turn, they can start to think how they can play their part in upholding the company’s mission.

 
Structure Questions Related to Values-Based Work Behaviours

Employees should understand what behaviors they should be practicing to demonstrate values. For example, if creativity is part of a company core value, employees may be expected to demonstrate openness to learning and contributing new ideas at work. When creating performance review questions that are based on creativity, ask questions that flesh out the ways that employees demonstrated their commitment to being creative. Before finalizing your questions, determine the most important values-based work behaviours of creativity:

· How active was the employee in generating new ideas and approaches?
· Was the employee willing to learn new methods and concepts?
· How did the employee adapt and overcome challenging situations?

In 360 assessment reviews, you’ll see how supervisors and colleagues rate an employee based on their relations and interactions at work. As they work directly with each other, they’re able to review just how well that employee demonstrates company values through their interaction with their colleagues. Use your employee assessment software to customize questions that would give you the insight you need.

 
Provide Feedback and Recognition More Often

Employees appreciate feedback on their work and being recognized for their accomplishments. They feel happier and respected in the workplace—and companies that support and recognize employees benefit in increased productivity and reduced turnover.

Feedback sessions don’t have to take a lot of time. It can be a casual catch-up to learn what the employee is working on and what they expect to achieve. During these conversations, let them know what you expect from them. When you outline your expectations, use the company values as a framework when it makes sense to. For employees who have shown their commitment to these values, publicly recognize and reward them through employee recognition programs.

Ask Employees for Their Feedback

Turn a performance review into an opportunity to have a conversation that benefits both parties. Many people dread performance reviews because they feel like it’s a one-sided discussion. Use a performance review as a chance to listen to your employees and ask them how they think your company can continue to evolve. It’s a great way to see if employees believe that your company truly embodies the values that it stands by.

Ask employees how well they think the company is demonstrating its core values. Do they feel supported by the managers and leadership to achieve these values? Are there any other ways they think the company can spearhead them? You’ll gain insight that could help you improve company culture and operations. It’s up to you to either ask these questions in your employee assessment software or face-to-face.
 

 
Incorporating Your Values into the Tools You Use to Assess Employee Performance is Easier Than You Think.

This guide should give you solid ideas on how to do that. Communicate to your employees that company values are an important thing to strive toward. If you’re looking for the right 360 assessment tool that will allow you to integrate your values into the entire process, check out Grapevine Evaluations.

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A Guide to Generating and Structuring Questions for Employee Performance Reviews

Contrary to what many may believe, performance reviews are more than simply a way to recognize employee contributions or addressing behavioral shortcomings. Performance reviews, if done correctly, help a manager identify those who are exceeding expectations in their current role, and who might be ready to transition into a position of greater responsibility. Better yet, they can also identify those who might be languishing behind their peers and help determine if recruitment or training initiatives (or both) need to be re-evaluated. Not unsurprisingly, the questions asked during an employee performance review are vital to the collection of this information; meaning that the questions asked during these sessions should always have a strategic purpose, and should never be random.

 

With so much on the line, it can be difficult to know how to craft the ideal questions to ask during an employee evaluation. For those who might be new to employee evaluations, or those looking for a quick refresher, we’ve put together the definitive guide to generating and structuring solid performance review questions.

What is the Objective of the Performance Review?

Before putting pen to paper for any employee performance review questions, you must first determine the overall objective of the performance review. Is the performance review going to be evaluative or developmental? Perhaps both? Of course, the purpose of the review will drive the type of questions that need to be answered.

-Evaluative reviews (conducted annually or semi-annually) examine an employee’s performance over a specified time, and help managers determine things like an employee’s raise potential and advancement within the company.

-Developmental reviews (conducted semi-annually or quarterly) exist to provide constructive feedback on how a particular behavior can be improved, for the benefit of the employee as well as for the company. These tend to provide the employee with an outline of what actions need to be taken to improve, and a timeline to guide them.

Regardless, a successful review is one that fosters positive, open communication between employee and management, so no matter which review is being conducted, this principle should remain at its core.

 
 

Who Should Be Involved in the Review Process?

Like the questions themselves, deciding on who should be involved in the review process should also be considered beforehand, and can be contingent on the type of review being conducted. For example, getting the employee’s feedback on their own performance by having them answer employee self-evaluation questions not only gives management some insight into how the employee views their own performance, but also how the individual might like to grow within the company. Getting feedback from peers is another great way to gain insight into someone’s performance from a point of view not often visible to upper management.

As useful as engaging the employee under review or their peers might appear to most, many companies have been slow to include additional stakeholders in the performance review process. The most valuable performance reviews (that is, those that tend to lead substantive results), will include the perspective of:

-The employee’s manager
-The employee’s peers
-The employee themselves

 

 
 

Asking the Tough Questions

Always start on a positive note. It’s much easier to foster a collaborative discussion when the person being reviewed is given the opportunity to discuss their accolades over the year. Begin the meeting by asking the employee to give an example of a project or task that they completed that they were particularly proud of. Doing so will make the employee feel like a valued member of the company and more likely to engage more during the review process.

Next, ask what they hope to accomplish over the next year (the timeframe may be different depending on the nature of your business). The benefits of having the employee verbally communicate their own goals are twofold. On the one hand, it provides the reviewer with a glimpse into the value the employee is looking to add to the company in the short term. It also gives the reviewer an idea of what the employee thinks they can handle and may help to initiate a training plan to get them back to a level commensurate with their peers if warranted.

Ask for feedback on how the company has helped or held back the employee over the past year. In all likelihood, the decisions management may have made that impact daily operations have both helped and hindered the employee. Getting honest feedback from employees can help managers determine what changes to policy have had an unexpected negative impact on the workforce.

Does the employee think they have all the tools they need to do their job effectively? Of course, asking this question may prompt some employees to ask for that which is cost-prohibitive to provide, but in most cases, reviewers will get honest feedback. After all, the majority of employees want nothing more than to do the best job they can, and they have a realistic idea of what it is they need to do just that.

Ultimately, coming up with and asking the right questions during should not be an arduous task, provided that you:

-Understand what it is the review is supposed to achieve
-Make use of all relevant sources of information
-Ask the kinds of questions that encourage honest, open dialog

With that said, it may be worth engaging a third party to help tailor your performance review questions in order to get the results that you’re looking for.

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360 Degree Feedback: Utilizing 9 Box Grid Systems

Anyone in management or leadership roles can attest to how difficult it can be to properly assess an employee’s performance. There are so many factors that come into play which need to be considered, as well as personal biases which must be dodged. It is a time-consuming and extensive process which can be overwhelming at times. Luckily for HR and management, there are some methods at their disposal, including Grapevine Evaluations’ 360 degree feedback program. This is a digital service which simplifies the process. When is it used with the 9-box grid system it becomes a powerful tool.

9 Box Grid System

 

What Is It? – The 9-box grid system is actually a succession planning system which assists in the planning of the future leadership of an organization or company. It helps to ensure that there will be strong members who can be relied on when the current management retires or moves on.

How It Works? – The important thing to remember is that this system is based on a grid with the Y-axis mapping out the potential of employees while the X-axis keeps track of the overall recent and past performance of each individual. There are then 9 boxes that they have the potential to fall in; each box represents their current state of performance and potential. The ideal box is A1 which represents a high performer and high potential while C3 represents the opposite. This is reserved for employees who are low performers and have low potential. The center of the “B” row is B2, and this is the average employee. It is for those who have moderate potential and performance.

Often a team leader uses this when rating other members of the team. It is most effectively used when there is a leadership team to complete the task. This create a more complete and accurate picture of each individual. This system also opens a dialogue amongst senior staff members about what they want the future of the company to look like. This is a conversation which is often difficult to begin, but is vital to have. Regardless of the leadership system though, each employee is placed in one of the boxes based on the criteria previously established by management.

At this point management is able to make some decisions about their employees. They decide whether the current position is a good fit for each individual or if they should be moved laterally or upward in the company. They also are then able to consider each individual’s’ growth requirements, and finally, their readiness. This refers to how long their development will take before they are ready for the next level.

When to Use It – Needless to say, this is especially effective when used for succession planning since it depicts the combination of potential and performance. Leadership skills are often implied with these elements, but more importantly, the 9 box system tracks development and the growth that employees have shown. This is often more important than the “labelling” aspect of it. This allows managers to determine future training and other assignments which they can challenge employees with,

This system is also a valuable tool because, like the 360 degree feedback system, it standardizes the assessment. Personal biases are removed from the conversation while also taking current roles into account. It removes situational factors and focuses specifically on the individual and how effectively they complete their work.

Variations – Most organizations who use this system follow the standard 9 box grid, but there are others who choose to alter the system to fit the nuance of their unique objectives and brand. For instance, some choose to use only 4 boxes while others have decided on 25. In the end, each company needs to decide what works best for them and what they want to see as they grow their company.

360 Degree Feedback & Box Grid

Grapevine Evaluations is a digital program which helps objectively create employee assessments. A template can be used to do this, or a unique evaluation can be created to best suit the needs of the company. There are a number of options available for anyone using the program. In the end, it saves time and effort for all. Used in conjunction with the 9 Box Grid system, a complete and accurate evaluation will be created for each individual employee. It will have the details of their daily performance while also incorporating human opinion into the mix. The result is a fair and complete assessment.

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360 Degree Performance Review: Identify the Halo and Horns Effect

“To err is human” is a famous saying that many of us have come across at one point in our lives. While this is a comforting saying because it tells us that it’s okay to make mistakes once in a while, we should also constantly be trying to better ourselves and our work. This is especially true for managers and those who are responsible for others. It is in these positions that personal biases can unfairly come into play even when they shouldn’t. These can be particularly detrimental during periods of performance reviews. Luckily these biases have been studied and there are now digital solutions such as Grapevine Evaluations to create fair and accurate reports.

Horns and Halos

One of the most common, and natural, biases that managers will experience has been termed the “horns and halo effect.” Essentially referring to a tendency to exaggerate an employee or job interviewee’s good or negative traits based solely on superficial first impressions. This is of course a natural process that everyone experiences, but when it comes to the work realm, it is important to move past these biases:

Horns: If the first impression is negative, there is a tendency to overlook positive traits of the individual and only focus on the negative. The individual often has to work very hard to have their positive characteristics recognized in this situation because every following interaction is seen through the filter of the negative first impression.

Halo: This is also a common bias that most people have been on either side of; when we like someone, we are more likely to overlook their shortcomings and focus on the positive characteristics. This person is seen with the “halo” of the positive first impression. This is just as problematic as the horns though, because they will potentially get away with completing less work or lower of work. It is important to see the negative with the positive in these cases.

Standardize

The best way to get rid of this bias is to let go of first impressions and to be honest about the regularity and severity of issues which arise with different employees. For instance, an employee might be late on 3 different occasions, but this needs more consideration before “sticking the horns” on them. For instance, listen to their reasons before getting angry, they might have genuine reasons involving traffic or childcare, rather than simply poor time management. Also take note of whether they stay later to work; often managers get angry with lateness (rightfully so), but do not notice when employees make up the time at the end of the day. It also makes a huge difference if these days were all over the course of a week or if it was during 6 months of otherwise perfect punctuality. All of these factors can create a very different story, so be clear with expectations and set standards to judge performance on:

• Set assessment criteria prior to reviews. These should align with the company’s objectives.
• Review individuals throughout the year and not just during formal assessment periods.
• Manage and discuss issues as they arise. This allows employees to improve with constructive criticism.
• Never let personal relationships with employees interfere with assessments.
• Never adjust assessment criteria for one employee. Judge all by the same yardsticks.

Use Reliable Software

Grapevine Evaluations is an online software which makes it easy to perform a complete, “360 degree” evaluation on all employees. It holds everyone to the same standards and evaluates them accurately. First impressions will no longer run the risk of dictating an employee’s future within the company. Instead it focuses simply on productivity, punctuality, and other characteristics which are key for the workplace. It works for business on all levels and sizes. It can even be used for multi-rater feedback to assess management or anything else that is necessary. There is a template library to choose from for convenience but custom evaluations can also be created to suit any company for their unique needs.

Conclusion

Employee evaluation softwares remove the risk of human error to create objective and unbiased employee assessments. It is perhaps one of the fairest methods to perform these evaluations. The halo and horns effect is completely eliminated with Grapevine Evaluations while also reducing the time that competing this process would otherwise require.

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What Feedback Do Generation Z Want

Make way Millennials, because Gen Z is taking over the workplace, and businesses need to get ready for the largest demographic cohort that is set to start entering the professional workforce in the next few years. In order for companies to prepare for this next generation, they’ll need to start thinking about how to begin adapting their corporate cultures to suit the new kids on the block. Gen Z kids are no fools. They’ve seen the housing and underemployment struggles their older Millennial friends and siblings have been going through for the better part of a decade, and have learned to prioritize stability and security. As such, they’re not afraid of working hard and jumping into solving problems if it means thriving in a company whose culture suits them best. That said, they’ve grown up in a world connected by technology 24/7, and are no strangers to disruptive innovations. Boundaries mean nothing to this generation, and they actively seek out flexible opportunities that allow them to drive their own destiny.

 

Credits: iStock Photos

Clearly, Gen Z workers have high expectations, and they will not be held down by tradition. They are quick to adapt, and will have no problem pushing for change if they feel that their expectations are not being met as expected or promised. Companies looking to attract – and retain – this new generation of workers will have to learn how to communicate on their level. This means learning to listen, and learning to respond, as this is a generation that reportedly values happiness and relationship quality higher than careers. Failure to keep pace with their need for feedback and change could mean alienating a significant pool of valuable employees.

Businesses can start warming up their relationships with Gen Z early on by participating in things like career fairs or inviting students to “open houses”. Like their predecessors, Gen Z loves network-building opportunities, and such events can be a great way to help companies get their name out and start learning about the kinds of young workers they’re looking to hire the most. Amazing company culture is particularly attractive to this generation as well, especially since technology makes it easy to see and hear about what advantages competing businesses offer their workers.

Making use of 360 feedback software is one of the most effective ways for companies to get data on their employees’ strengths, needs and wants so that they can enact changes based on the results, allowing them to adapt company culture and other aspects of working life in a timely manner. Allowing Gen Z workers to get feedback from their colleagues, supervisors and subordinates on a regular basis gives them food for thought and shows them that their employer is invested in their personal growth and development. Statistics are secondary to these young workers, who would much rather learn about how to improve their interpersonal and team building skills, rather than having a box ticked off for having met last month’s sales quota.

Credits: iStock Photos

This is also a generation that seriously knows its technology. Bombarding them with bubble sheets and pen-and-paper reviews is a quick way to get on their blacklist if there’s a better, faster technical alternative. If 360 reviews have been rising in popularity, the rise of the Internet and recent technological improvements are definitely big factors, as large amounts of data can now be collected quickly and efficiently at the stroke of a few keys and the click of a button. Give Gen Z the most in-depth feedback you can, making use of the best tools possible, because if somebody else is doing better, they will know – and they will eventually ask for it.

On that note, young workers today want to see that their employers take review results seriously. This is a generation that favours face-to-face interactions when it comes to getting feedback or giving feedback, as they want to be treated with respect and be shown that they can be the voice of change when it comes to taking on company matters that affect their day-to-day life. They value managers who show a willingness to help them to improve their skills and behaviours, and will quickly turn away from platitudes. For instance, employers who leverage review results to help their young employees come up with personal development plans will be viewed with much more respect than companies that attempt to bribe employee loyalty with gimmicky toys whilst ignoring deeper needs and wants.

While all this might seem like a bit much, technology has made it very easy for today’s young workers to be very vocal about their desires – and to see just how green the grass is on the other side. 360 degree feedback will help employers understand what they can do to attract and retain Gen Z employees, allowing them to stay current and to keep their businesses thriving with the best talent they can find.

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360 Degree Feedback: Things to Consider Before Implementing

360 degree feedback has been all the rage these past few years, especially thanks to recent technological innovations which make it easier to collect, analyze and share large amounts of data than ever before. It’s certainly a great way to improve the way employee evaluations are undertaken, and can help businesses create great corporate culture. However, besides simply considering the benefits, there are a few things that businesses should consider before implementing 360 feedback:

What are your goals?

360 degree feedback isn’t right for every business. While it is certainly used across a different range of industries, and in businesses both large and small, 360 reviews must be undertaken with specific goals in mind for them to be remotely effective. For instance, businesses must establish what skills, behaviours and competencies they deem to be important within their organization. It’s also important to consider what factors are going to be measured, how they will be measured, and how they will be used.

Don’t forget to consider that 360 reviews are meant to be forward-looking, and are not actually meant to be used as a way of punishing or rewarding employees in terms of things like sales targets or number of absences. It should rather be implemented with the intention of helping employees to gain more insight on themselves, so that they may develop a personal career plan enabling them to grow and contribute to the company in a more effective, meaningful way.

How will you communicate with your employees?

Evaluations are always nerve-wracking, and nothing is more important than clarity when it comes to dealing with touchy subjects like implementing new review processes. It’s extremely important to consider how you’re going to train employees to participate in and make use of 360 reviews. Part of this includes justifying why you even want to implement a new review system in the first place, which goes back to the first point we mentioned earlier – having clear goals. Employees need to be reassured as to why new reviews are implemented, and how they will be personally impacted by the results. By failing to adequately train employees in the review process, you may end up doing the company a bigger disservice than anticipated. Be clear and upfront about how data will be used and by whom, so that employees are not anxious, suspicious or confused. You might consider providing a platform for employees to express their thoughts and concerns, so that you can take any prevalent concerns into account when implementing a 360 review system in your organization.

What do you expect from your employees?

When communicating with employees about how 360 reviews work, you should also explain to them what exactly you expect from whom. Many people will be unfamiliar with the 360 process, and might be quite surprised to be asked to review a supervisor or a close friend. On the other hand, others might be very intimate with the 360 process, and have some pretty vocal feelings about it – positive or negative. When training your employees on the 360 review system, you’ll want to give everybody a clear understanding of what is expected of them when giving out reviews, walking through their own results, or helping a subordinate to understand and make use of their review.

Make sure that employees are hyper-aware of what the goals of the review are – what is being measured and how they are being used. Employees should also have a clear understanding of what a review should look like in terms of quality and quantity. This will ensure that reviews are of an appropriate nature, and that everybody gets a fair, useful assessment. Don’t forget to let employees know when they should be providing reviews, and when they should expect reviews and results in turn. Managing employee expectations is just as important as articulating your own in order to ensure that everybody is satisfied with how the process is operated.

What is your current corporate culture?

While corporate culture may not seem like an important factor to consider when implementing a 360 review process, it can actually play a significant role in determining how employees participate in the system and make use of their review results. For instance, in some companies, employees may not actually be used to getting reviews at all, and may regard a 360 system with suspicion, or consider it particularly intrusive. Other companies may have a culture that is strongly tied with productivity and the optimal use of time, where employees may feel that participating in 360 reviews will take away from their “actual” work. They may even feel resentful if it is implied that participating in reviews means having to take on more work into their already packed schedules. As such, you should be honest about addressing your company’s values when considering how to best implement a 360 degree review process in a way that is useful without being disruptive.

Conclusion

Ultimately, as with many things in business, the biggest problems that a company may face when implementing a new 360 employee evaluation process may be adequately addressed through clear, upfront communication. Keep an open channel of communication with your employees so that you can be sure there is a strong baseline of understanding as to how a 360 review can be beneficial, and so that you may address any major concerns prior to actually implementing the new system. By communicating your expectations clearly and by showing an understanding of employee expectations, implementing and managing a new 360degree feedback system should go quite smoothly.

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Should You Use A Bell Curve in Performance Management?

A significant challenge most companies face is how to accurately assess performance and implement an effective system for employee performance appraisals.

Bell curves initially rose in popularity in the 1980s. They were traditionally applied in performance appraisals as a method of segregating elite performers from average performers, and further distinguishing below par employees from the overall average.

A bell curve places employees’ workforce performance on a normal distribution scale, with values based solely on individual performance ratings within a team.

Since the corporate world is constantly evolving, many companies are evaluating whether bell curves are a current and operative method of performance management.

While there are pros and cons to the normalized ranking system, the bell curve reveals serious flaws in accurately analyzing employees individually, which may consequently affect business operations over time. The following three reasons describe why bell curves may no longer be relevant for rating employee performance.

1. Forced Rankings Do Not Work with Collaborative Teams

Regular workdays no longer consist of the 9-to-5 office regime. Business practices are constantly advancing, and with that performance management methods must keep up to be effective.

Emerging trends of collaborative employee approaches negates the efficiency of the bell curve performance ranking system. For example, an employee might score higher on the curve than a co-worker who is on their collaborative team, placing an unfair superiority on the higher-ranked individual. If one co-worker simply scores higher than another, employees will begin to fall under average company rating standards.

Performance appraisals should therefore be conducted on an individual’s expectations inclusively, not on the group distribution scale that bell curves require.

2. Bell Curves Produce Inaccurate and Unfair Assessments

When teams exceed performance goals, performance cannot be accurately measured on the bell curve. The bell curve forces individuals to rank low on the scale, even though they have surpassed expectations.

Employee performance appraisals can subsequently lead to higher probationary periods or increased turnover rates. More money might inadvertently be spent on recruiting and training new employees rather than refining individual performance within the team. In this case the use of a bell curve in performance management can be vastly imprecise.

Companies that have adopted the bell curve method in the past have looked at the bottom 5-10% of ranked employees as disposable, instead of focusing on improvement within teams.

The unfortunate result of utilizing a bell curve ranking system is expensive employee replacement and excessive training.

3. Bell Curves Depreciate Employee Morale

Forced company ratings for employees weaken your top performer’s value while inflating the value of middle performers. The bell curve rating system damages employee morale by force grouping top and low performers regardless of their actual performance. Employees who fall in the middle of the curve make up 80% of the team population, forcing your budget management to focus on mid-value employees.

Salaries have been commonly incremented based on the bell curve’s ranking system, which does not accurately reflect employee’s qualifications and overall performance. Salary scaling also has negative consequences for employee morale and can misallocate budgets.

Replace a defective employee performance system with a 360 feedback appraisal system that effectively ranks an employee’s performance based on individual work, not against the work of their peers.

Bell Curves and Performance Management

The bell curve provides a forced ranking of employees that distinguishes stellar performance from average or below par performance. Many companies have used the bell curve in recent decades; however, it is no longer effective in ranking individual employee performance in modern group environments.

The global workforce has recognized the need for change; even corporate heavyweights like Microsoft and Google have realized the redundancy of organizing performance standards with a bell curve. Bell curves discourage collaboration and decrease productivity. Forced rating of employee performance causes more problems than provides beneficial resolutions.

The bell cureve system is inefficient upon workplace dynamics in the current corporate economy. With the rapid development of modern technology and the rise in millennials in the workforce, company protocols must evolve. Performance appraisal systems must adapt advance with corporate teams and allow companies flourish in the competitive business world.

Is your company ready to evolve your performance appraisal system? Schedule a live web demo, take a product tour or contact us toll-free at 1-888-668-6162.

 

 

 

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