360 Degree Feedback - Developing an Integrated Strategy

Most good 360 Surveys measure essentially the same behaviors and competencies. Moreover, a good 360 assessment has been statistically validated, factor analyzed, and refined over time. We have fine-tuned our items and categories through a series of revisions over the course of many years.

You will probably find that about 80% of our categories and items have some overlap with your competency models. The most likely area where you will find gaps will be around your company's specific core values.

As you create your competency models, map any areas in your models to corresponding categories in our model. Within each of these categories, look at our specific items, each of which references a specific behavior or skill. Select which items you want to include and add any additional items to address behaviors or skills you feel are missing.

We don't recommend too much dissecting of our categories or mixing of items from one category with items from another category. The items that are included in each category were selected based on a combination of statistical analyses and practical experience. Adding a few items in each category is fine as long as they stay on topic. Removing a few items is fine as well, especially when particular behaviors or skills are not relevant for different levels.

By using established 360 items instead of writing your own similar item whenever possible, you get the following advantages

• Validated item wording
• External benchmarking data are available
• You don't have to spend time composing your own item

Vision, Strategy, Inspiration

• Upper levels should include a lot of detail in this area.
• Middle levels should include some items in this area, but not too many. This is an opportunity to help people see what they will need to succeed at the next level, and also an opportunity for you to identify high potentials for promotions. Some degree of inspiring and motivating is relevant for anybody in a management role.
• Lower levels, especially individual contributors, should not include items in this area.

• Upper levels should include a lot in this area, but some of the things that are included for mid-level might be excluded here. You do not have to be as thorough with regard to basic skills. Instead, focus more on support and relationship building at a higher conceptual level, and creating strategic alliances with other parts of the organization.
• Middle levels should include a lot of detail in this area with regard to people-skills, team management, and fostering team effectiveness.
• Lower levels should include a reasonable amount here, but look for areas that don't include things that are only relevant for higher levels. Include things related to working with others, cooperating, listening, and supporting team efforts.

• Upper levels should include items that are more focused on achieving results - they would not have reached the upper level if they had not been successful at the basic skills when they were at a lower level.
• Middle levels should include quite a lot here, but some of the most basic items could be excluded.
• Lower levels should include a lot in this area, focusing on the basic, fundamental skills of task management and job performance.