How are custom 360 feedback questionnaires created?
Core competencies are translated into one or more observable behaviors. The survey designer sorts these behaviors into two categories: ones that can be trained and ones that can’t. Trainable behaviors are good candidates for the survey. If your survey is intended for development, we use only questions relating to these behaviors. Behaviors and characteristics that aren’t likely to be affected by training are typically based on personality, temperament and values. These are generally not good candidates for developmental 360 feedback, but they may have a place in other types of assessments. If you wish to measure the effectiveness of vision or value statements, they also need to be assessed by questions that reflect a behavior. High scores reflect behavior consistent with the value, low scores reflect inconsistency. Group composites, showing how well groups of employees actually “live the values” are very useful springboards for training and executive discussion. Customized 360 feedback
360 feedback questionnaires that are modeled on the organization’s established leadership model, organizational mission and core values have certain key advantages over generic alternatives. Because these custom questionnaires can be aligned with the organization’s unique identity, the leadership competencies are more likely to be recognizable and relevant to the employees providing and receiving feedback. Ideally, 360 question items are behaviorally-based — meaning that raters are able to observe and measure outward leadership behaviors (ie. communicates, drives, demonstrates) vs internal motivations (ie. thinks, understands, agrees). The more closely the survey reflects the reality of how the organization works and the goals it is working toward, the greater the likelihood of employee support of the process.
Bonnie Williamson
Star 360 Feedback
