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The Continuing Role of Behaviour Feedback in Organisation Development

The Continuing Role of Behaviour Feedback in Organisation Development. Tim Harding 360 Partnership Ltd. The Strategic Cascade. Mission & Goals. Strategy. Culture. Values. Behaviours. 360 Partnership Ltd  The Old Chapel, Union Way, Witney OX28 6HD  www.360Partnership.net.

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The Continuing Role of Behaviour Feedback in Organisation Development

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  1. The Continuing Role of Behaviour Feedback in Organisation Development Tim Harding 360 Partnership Ltd

  2. The Strategic Cascade Mission & Goals Strategy Culture Values Behaviours 360 Partnership Ltd The Old Chapel, Union Way, Witney OX28 6HDwww.360Partnership.net 360 Partnership Ltd The Old Chapel, Union Way, Witney OX28 6HDwww.360Partnership.net

  3. Factors Impacting Job Performance Individual (skills & knowledge, behaviours, motivation, values, attitudes and beliefs) Organisational Environment (strategy, structure, policies, processes, management style etc.) Job Demands (accountabilities and tasks, competencies, skills and experience)

  4. Effective Job Performance Competencies Skills A mix of values, attitudes, beliefs and traits, that shape how an individual role holder performs. Measured by observed behaviour at work Transferable abilities and knowledge, developed partly through experience. Measured by demonstrated proficiency at work

  5. Skills Job and Person Skills Profiling • Skills & Skill Levels Required for Effective Performance • Full operational proficiency • Sufficient knowledge to influence practitioners • General awareness

  6. Two Kinds of Competency Sets Value-based competencies (How we should all do things around here) Competencies Level-based competencies (How behaviour should reflect the level of the work) Competency Clusters & Behavioural Indicators

  7. Benefits of Level-based Competencies • Communicate clearly to jobholders those behaviours that are directly associated with high performance at their current Level of Work. • Identify priority competency development needs for individuals for both current and future Levels. • Identify new opportunities for individuals to demonstrate behaviours that contribute to high performance either at their current, or the next, higher Level of Work. • Identify individuals who, at their current Level of Work, are demonstrating behaviours, which suggest a potential to move to the next, higher Level of Work.

  8. What is 360° behaviour feedback? Immediate Manager Colleagues/Peers Customers Team Members Direct Reports

  9. Not all behaviour feedback is 360° • An immediate manager might ask for feedback from direct reports. • Team members or colleagues might give feedback to one another. • An individual might invite feedback from internal or external customers. Behaviour feedback is used beneficially in many different situations

  10. Three key beneficiaries of 360° feedback • The person receiving feedback • The line manager or team leader • The wider organisation

  11. Benefits of behaviour feedback to the person receiving feedback • Appreciate how own behaviours conform to team and organisational values. • Identify behavioural strengths and development needs. • Identify appropriate training and other learning opportunities. • Understand the relationship between behaviours and job performance. • Measure behavioural change over time.

  12. Benefits of Behaviour Feedback to the Manager or Team Leader • Confirm or deny impressions of a direct report’s or team member’s behaviour. • Discuss behaviours without appearing prejudiced or judgemental. • Identify where and how they can bring about behavioural change. • Reinforce particular behaviours that are supportive of performance.

  13. Benefits of Behaviour Feedback to the Manager or Team Leader (continued) • Identify where personal role modelling might be appropriate. • Measure behavioural change over time and drive overall cultural change. • Differentiate more objectively between direct reports or team members for reward or sanction. • Identify high potential people capable of operating at a more senior level.

  14. Benefits of Behaviour Feedback to the Wider Organisation • Assess individuals or teams against key values and behavioural norms driving the overall strategy. • Measure cultural change over time. • Measure the behavioural performance of individuals to differentiate rewards. • Identify the need for organisation or team-wide training or development interventions.

  15. Benefits of Behaviour Feedback to the Wider Organisation (continued) • Compare individuals for potential assessment, career development and succession planning. • Create effective teams with an appropriate mix of individuals and behaviours. • Identify those whose behaviour detracts from the desired organisational culture.

  16. Why an Online Feedback Process? • No paperwork, with huge time saving • Selectable and customisable questionnaires for different feedback groups • Ease of invitation by email • Ease of access to questionnaires • Guaranteed anonymity (where required) • Ease of administration and monitoring • High quality and consistent feedback reports, available on line with high quality and selectable graphics • Ease of community or group analysis • High security and confidentiality

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