Envisia Learning

1
Envisia Learning

• 360 Feedback Tools and Interpretation Guide

2
Who we are
Envisia Learning is a leader in providing
innovative assessment products, services, and
other Internet based resources that are
responsive to the unique needs of consultants and
coaches and the individuals they serve throughout
the world. We are committed to building strong,
mutually beneficial, and enduring relationships
with a focus on providing superior customer
service, high-quality products, and excellent
price value to our Customers.
3
Our Approach

• Envisia Learning has developed an approach to
  customer assignments, which is characterized by
• A thorough understanding of the current needs of
  our customers before proceeding at each stage of
  the assignment
• A mutual understanding between the customer and
  the consultants of the objectives, work
  processes, timing and results
• Providing appropriate opportunities for
  participation by those affected by the project
• A thorough review of project plans with the
  customer
• A commitment to customer satisfaction that the
  mutually agreed upon desired results have been met

4
About Customer Support

• Toll-free customer support line to talk to our
  customer service support staff or
  Industrial/Organizational Psychologist at (800)
  335-0779
• Coach/Consultant online administration of their
  own 360 feedback projects
• Branding our tools with your logo - regardless of
  how much or how often you buy for online
  administration and reporting
• Free trials to your potential clients to support
  your marketing efforts!
• No requirement of certification programs or fees
  as a requirement to purchase any product in the
  ViewSuite360
• Free resources to help you utilize our tools
  using the best practices
• Ability to monitor rater activity and generate
  progress reports for all ViewSuite360 projects

5
Proven Range of Products based upon
Long-term research, knowledge and
experience of published specialists

• 360 Feedback

• Personality, Career Stress Assessment

• Survey Solutions

• Web-Based Performance Learning Solutions

6
Multi-Rater Feedback Definition
MULTI-RATER / 360 FEEDBACK IS DEFINED AS

• A systematic process of data collection and
  feedback from relevant observers (e.g.,
  Supervisors, Direct Reports, Peers, Team Members,
  Customers) targeting job-relevant competencies
  required for effective performance on the job.

7
Integrated 360 Feedback Systems
Performance Management
Succession Planning
360 Feedback Interventions
Executive Coaching
Leadership Development
8
Introducing ViewSuite360

• ViewSuite360 Comprises
• ExecutiveView360
• LeaderView360
• ManagerView360
• PerformanceView360
• TeamView360
• Emotional IntelligenceView360

9
ExecutiveView360

• Purpose
• Assessment of 22 senior executive competencies
  in the areas of Performance Leadership, Change
  Leadership, Interpersonal Leadership and Personal
  Leadership based on succession planning executive
  profiling
• Outcome
• Development of senior executives
• Enhanced awarness of board members, peers and
  direct reports
• Improve communication and relationships with
  others
• Audience
• Senior executives and senior management

10
ExecutiveView360

• Performance Leadership
• Visionary Leadership
• Drive for Results
• Technological Leadership
• Financial Leadership
• Cross Functional Versatility
• Depth of Industry Knowledge
• Political Leadership
• Strategic Problem Analysis
• Decision Making
• Change Leadership
• Entrepreneurial Leadership
• Driving Strategic Direction
• Driving Change

• Interpersonal Leadership
• Build Strategic Relationships
• Empowering Others
• Team Building
• Interpersonal Effectiveness
• Oral Communication/Presentation
• Influence/Negotiation
• Coaching/Talent Development
• Personal Leadership
• Self-Development
• Adaptability/Flexibility
• Engenders Trust
• Respondents
• Self, Board, Peers, Reports, Team Members

11
ManagerView360

• Purpose
• Analysis of managerial strengths and
  developmental needs measuring 20 Leadership,
  Interpersonal, Communication and Problem Solving
  competency areas based on job analyses of
  managers in diverse industries
• Outcome
• Improved communication performance
• Enhanced supervisory and management skills
• Increased productivity
• Audience
• Supervisors up to senior managers

12
ManagerView360

• Communication
• Listening
• Written Communication
• Vision/Goal Setting
• Two-Way Feedback
• Oral Presentation
• Oral Communication
• Task Management
• Planning/Organizing
• Follow-Up
• Performance Management
• Delegation
• Performance Review
• Recognizing Performance

• Interpersonal
• Team Development
• Interpersonal Sensitivity
• Negotiation/Conflict Management
• Coaching/Employee Development
• Leadership/Influence
• Employee Involvement
• Problem Solving
• Strategic Problem Analysis
• Decisiveness/Judgment
• Respondents
• Self, Boss, Reports, Peers

13
PerformanceView360

• Purpose
• Analysis of individual strengths and
  developmental needs measuring 14 Task Management,
  Interpersonal/Team, and Communication
  competencies
• Outcome
• Improved communication performance
• Enhanced interpersonal and task/project
  management skills
• Increased productivity
• Audience
• Independent Contributors and Non-Managers

14
PerformanceView360

• Communication
• Listening
• Two-Way Feedback
• Written Communication
• Oral Communication
• Oral Presentation
• Task Management
• Planning/Organizing
• Task/Project Management
• Problem Solving
• Decisiveness/Judgment

• Interpersonal/Team
• Collaboration
• Interpersonal Sensitivity
• Conflict Management/Negotiation
• Team Support
• Leadership/Influence
• Respondents
• Self, Supervisor, Peers, Team Members

15
LeaderView360

• Purpose
• Assessment of 7 critical leadership competencies
• Outcome
• Development of senior staff
• Enable a self development strategy
• Refine work processes
• Improve communication and relationships with
  others
• Audience
• Middle and senior management

16
LeaderView360
Participants Managers Respondents Self, Boss,
Reports, Peers

• Competencies
• Planning
• Problem-Solving
• Controlling
• Self Management
• Managing Relationships
• Communicating
• Leading

17
TeamView360

• Purpose
• Measures each individual's scores compared to
  the team members and the teams' overall average
  scores within 7 major competencies
• Outcome
• Understanding and enhancing team effectiveness
  and performance
• Audience
• Teams

18
TeamView360

• Competencies
• Planning
• Problem-Solving
• Controlling
• Self Management
• Managing Relationships
• Communicating
• Leading

• Participants
• Team Members
• Respondents
• Self, Team Members

19
Emotional IntelligenceView360

• Purpose
• Assessment of 17 Emotional Intelligence
  Competencies based on the
• latest emotional intelligence model
• Outcome
• Increase effectiveness in self management,
  relationship management and communication
  competencies
• To be used with
• All Employees

20
Relationship Intelligence Model Competencies
Emotional IntelligenceView360

• Self Management
• Self-Development
• Adaptability/Stress Tolerance
• Self-Control
• Trustworthiness
• Strategic Problem Solving
• Achievement Orientation/Drive for Results
• Communication
• Listening
• Oral Communication
• Two-Way Feedback
• Oral Presentation
• Written Communication

• Relationship Management
• Building Strategic Relationships
• Conflict Management
• Leadership/Influence
• Interpersonal Sensitivity/Empathy
• Team/Interpersonal Support
• Collaboration

• Self-Development
• Adaptability/Stress Tolerance
• Self-Control
• Trustworthiness
• Strategic Problem Solving
• Achievement Orientation

• Empathy
• Organizational Awareness
• Service Orientation

21
360 Feedback/Online Process
Participants Added
E-Mail Invitation
Nominate Respondents
Self Questionnaire Completed
Others Questionnaire Completed
Questionnaire Invite sent to Respondents
Report Processing
Chasing-up
Feedback
22
Adding Participants
23
E-Mail Invitation
24
Rater Nomination
25
Rater Nomination
26
Rater Nomination
27
Rater E-Mail Invitation
28
Rater Online Questionnaire Introduction
29
Rater Online Questionnaire Instructions
30
Rater Online Questionnaire
31
Rater Online Questionnaire
32
Rater Online Questionnaire Written Comments
33
Rater Online Questionnaire Review Responses
34
Rater Online Questionnaire Edit Responses
35
Rater Online Questionnaire Completion
36
Rater Online Questionnaire Thank You
37
Online Administration Reminder
38
E-Mail Reminder
39
Steps in Feedback Report Interpretation

• Introduce the 360 tools to be used in the
  coaching or development program and their
  competencies
• Briefly describe what will be included in the
  feedback reports
• Briefly review confidentiality in the process and
  reports
• Distribute the reports and discuss each of the
  sections separately
• Review the number and type of raters who provided
  feedback
• The proceed through the different sections of the
  report emphasising some key points

40
ViewSuite360 Report Features

• Group (composite) reports to highlight team
  strengths and development areas
• Time series reports to compare and contrast
  changes when the ViewSuite360 questionnaires are
  used over time
• Company specific norms, ConsultingTools national
  norms or average scores
• Line or bar graphs comparing self to other
  ratings
• Statistical measure of rater agreement to assist
  in the interpretation
• Option of Johari Window summary graphs (online
  reports only)
• Option of rater distribution for most/least
  frequent tables (online reports only)
• Options of how free response items (open ended
  questions) are summarised
• Customised narrative for ManagerView360 and
  PerformanceView360
• Branding of consultant/client logo on the report

41
ViewSuite360 Feedback Process Objectives
1
To identify skill strengths to enhance and
leverage job performance
2
To provide participants with feedback about
developmental opportunities
3

• To facilitate the implementation of a
• professional development action plan

42
Feedback Report Components

• Graphical Comparisons
• Most and Least Frequently Observed Behaviours
• Narrative Interpretation with Developmental
  Recommendations for each competency measured
• Summary of Average Scores by Rater Category
• Statistical Measure of Rater Agreement
• Written Comments
• Developmental Action Plan

43
Confidentiality of the Feedback Process

• Key Points
• No raters are identified except for the boss in
  the feedback report
• Online administration uses passwords to protect
  confidentiality (Internet administration)
• No graphs are shown unless at least two raters
  respond in a rater category (e.g., peers)
• The summary feedback report is shared only with
  the respondent and is intended for development
  purposes only
• The respondent decides how much of the summary
  feedback report he/she wants to share with others

44
Graph Section

• Key Points
• Graphs (line or bar) will utilise either average
  scores or ConsultingTools norms (standardised
  scores)
• The first graph is an overview of the major
  performance factors. The others that follow
  summarise self and other perceptions on each of
  the separate competencies
• The legend at the bottom of the graph will
  summarise rater groups and the number of raters
• The symbol AP is used for anonymity protection
  and indicates that less than 2 raters have
  completed the questionnaires in this rater
  category
• The normalised (standardised) scores reported are
  z-scores with 0 being the average score, or
  t-scores with 50 being the average score for
  those in the ConsultingTools database
• 68 of all participants will score between a
  z-score of 1 and -1 (one standard deviation
  above and below the mean)
• Percentile scores are shown on the opposite axis
  for ease of interpretation
• Normative score differences on a competency
  between raters of .50 or more might be considered
  as meaningful perceptual differences

45
Self-Other Perceptions (Line Graph z-scores)
46
Self-Other Perceptions (Line Graph t-scores)
47
Self-Other Perceptions (Line Graph avg-scores)
48
Self-Other Perceptions (Bar Graph z-scores)
49
Self-Other Perceptions (Bar Graph t-scores)
50
Self-Other Perceptions (Bar Graph avg-scores)
51
Self-Awareness Report
52
Most/Least Frequent Report Section

• Key Points
• The Most Frequent section and Least Frequent
  section summarises those competencies and
  behaviours that were most frequently/least
  frequently observed by various rater groups
• The number in the first column corresponds to the
  average score for all raters providing feedback
  (1 to 7 scale or 1 to 5 scale)
• The Most Frequent should be considered as
  perceived strengths to leverage and build on
• The Least Frequent should be considered as
  possible behaviours to practice more frequently

53
Most/Least Frequent Report - Sample

54
Most Frequent Behaviors All Raters
55
Item Behavior Report

• Key Points
• Each question is summarized and categorised in
  its appropriate competency
• Average scores across all raters are reported for
  each competency and question
• A statistical measure of rater agreement based on
  the standard deviation is reported as a
  percentage - a score less than 50 suggests that
  the raters providing feedback had enough
  disagreement to warrant a cautious interpretation
  of the average score reported (e.g., raters had
  diverse perceptions and rated the participant
  quite differently on that question or competency)
• An overall average of all raters is calculated in
  the last column

56
Behavior Summary Report

57
Written Comments Section

• Key Points
• Comments are randomly listed by all raters who
  volunteered to share written perceptions
• Comments are provided verbatim from the online
  questionnaire - no editing
• Some comments are specific, behavioural and
  constructive - others may be less useful or hard
  to understand
• It is important to focus on themes that emerge,
  rather than, to dwell on any one individual
  comment

58
Sample Comments Section

59
Development Plan Section

• Key Points
• The ViewSuite360 tools provide developmental
  planning worksheets to summarize strengths and
  development areas to initiate a development plan
• Participants should be encouraged to complete
  these pages and commit to enhancing at least one
  strength and focusing on one developmental area
  as a result of this 360 degree feedback process
• Research suggests that when these developmental
  plans are based on SMART objectives (specific,
  measurable, achievable, realistic, time based)
  and in writing they are more likely to achieve
  desired results

60
Development Plan Section

61

• Our life transformation is in exact
• proportion to the amount of truth we
• can take without running away.
• -Vernon Howard

62
Description of the Talent Accelerator

• The Talent Accelerator is a web-based
   professional development tool to help you
  understand your online assessments and assist you
  in implementing a plan for your professional
  development
• The Talent Accelerator will provide you with a
  guided process for developmental planning based
  on Best Practices of how people change
• The online tool is designed to help translate
  awareness from all of our assessments into
  lasting behavior change

63
Components of the Talent Accelerator

• Development Resource Library The Talent
  Accelerator resource library provides a
  comprehensive source of readings, websites,
  media, and suggestions to facilitate your
  development.
• Feedback Reports The Talent Accelerator provides
  you with an electronic copy of your assessment
  summary report.
• Development Suggestions For each assessment
  tool, specific developmental suggestions or tips
  are provided for you to try on the job to enhance
  your effectiveness
• Development Planning Wizard Our development
  wizard will walk you through your assessment
  report and provide a structured way to allowing
  you to focus on those behaviors that are most
  important
• Automated Reminders Talent Accelerator allows
  you to set select how often you want the system
  to send you reminders about due dates on your
  development plan (Preference Tab)

64
Login to the Talent Accelerator
65
Viewing Assessments Selecting Development Areas
66
Creating Your Development Plan
67
Monitoring Your Development Plan
68
Feedback Report Questions to Consider

• Do I understand my ViewSuite360 summary feedback
  report?
• Does it seem accurate/valid?
• Is the feedback similar or different for the
  different rater groups?
• What are my perceived strengths to leverage for
  future success?
• Are the areas perceived by others for development
  relevant to my current or future position?
• Am I motivated to change?

69
Next Steps for Participants Using Our Products

• Review your summary feedback report
• Thank those who have provided you with feedback
• Obtain additional feedback from your manager,
  direct reports, peers and team members
• Identify specific developmental goals
• Draft a development plan
• Meet with your manager to finalise your plan
• Implement your development plan
• Track and monitor progress
• Re-assess ViewSuite360 tools in 10-12 months

70
About Our Co-Founder
Dr. Kenneth M. Nowack is a licensed psychologist
and Chief Research Officer of Envisia Learning.
He has over twenty years of experience as an
executive coach and in the development and
validation of assessment instruments,
organizational climate surveys, questionnaires,
simulations, and tests. He received his B.S.
and M.S. degrees in Educational Psychology at the
University of California, Davis, and his Ph.D. in
Counseling Psychology from the University of
California, Los Angeles. Dr. Nowack has conducted
research and published extensively in the areas
of behavioral medicine, 360-degree feedback,
executive coaching, assessment centers, training
needs assessment, and evaluation. Dr. Nowack is
a member in Daniel Goleman's Consortium for
Research on Emotional Intelligence in
Organizations http//www.eiconsortium.org/members
/membership_consortium.htm
71
Selected References

• Nowack, K. (2005). Longitudinal evaluation of a
  360 degree feedback program Implications for
  best practices. Paper presented at the 20th
  Annual Conference of the Society for Industrial
  and Organizational Psychology, Los Angeles, March
  2005
• Nowack, K., (2002). Does 360 degree feedback
  negatively effect company performance Feedback
  varies with your point of view. HR Magazine,
  Volume 47 (6), June 2002. Work. Training Magazine
  
• Nowack, K. and Heller, B. (December, 2001).
  Making Executive Coaching Work. Training Magazine
  www.trainingmag.com
• Nowack, K., Hartley, J. Bradley, W. (1999).
  Evaluating results of your 360-degree feedback
  intervention. Training and Development, 53,
  48-53.
• Nowack, K. (1999). 360-Degree feedback. In DG
  Langdon, KS Whiteside, MM McKenna (Eds.),
  Intervention 50 Performance Technology Tools,
  San Francisco, Jossey-Bass, Inc., pp.34-46.
• Wimer, S. and Nowack, K. (1998). How to benefit
  from 360-degree feedback. Executive Excellence,
  Volume 15, No. 10, 16.
• Wimer, S. and Nowack, K. (1988). Thirteen common
  mistakes in implementing multi-rater feedback
  systems. Training and Development, 52, 69-80.

72
Selected References (Continued)

• Nowack, K.M. (1997). Self-ratings as a predictor
  of assessment center performance. Journal of
  Social Behavior and Personality, 12 (5), 145-166.
• Nowack, K. (1997). Manager View/360. In
  Fleenor, J. Leslie, J. (Eds.). Feedback to
  managers A review and comparison of sixteen
  multi-rater feedback instruments (3rd edition).
  Center for Creative Leadership, Greensboro, NC.
• Nowack, K. and Wimer, S. (1997). Coaching for
  human performance. Training and Development.
  Volume 51, No.10, 28-32.
• Nowack, K. (1994). The secrets of succession
  Focusing on development in succession planning
  systems. Training Development Journal, 48,
  49-54.
• Nowack, K. (1992). Self-assessment and
  rater-assessment as a dimension of management
  development. Human Resources Development
  Quarterly, 3, 141-155.
• Nowack, K. (1993). 360-Degree feedback It takes
  two to know one. Training Development Journal,
  47, 69-72.

73
Further Information
Please visit our website at www.envisialearning.
com