COMPETENCY MODELS FOR 360 FEEDBACK SURVEYS
The first thing to decide is whether you want to work from an existing competency model or develop your own. Resist the temptation to re-invent the wheel. Many companies spend a great deal of time and effort creating a "unique" competency model for their 360 degree feedback program which ends up looking quite similar to our existing competency model.
If you will use 360 feedback surveys on a limited basis in your organization, consider using an existing competency model, perhaps with some minor adjustments to the evaluation form as needed.
For a company-wide 360 degree feedback program, you may want to spend some time developing a more unique competency model that incorporates your organization's leadership model and core values as well as the behaviors and performance standards that are expected of all employees.
Establishing the Core of your 360 Competency Model
Some aspects of your competency model will be the same for all employees, regardless of function or level within the organization. Call this your "core". The core of your 360 survey will include the following:
Items related to company values, mission, and vision
Competencies and expectations that apply to all employees, from the CEO down to the individual contributor.
Many competencies or behavioral categories will apply to employees at all levels, but the specific behaviors in each area will often differ. For example, "Interpersonal Skills" are important for everybody, but the expectations and requirements related to "Interpersonal Skills" will be quite different at different levels in the organization.
Other competencies will only be relevant at certain levels. For example, "Building Talent" is an important area for mid-level management and above, but not at all relevant to non-managers.
Beyond the Core
It is less important to distinguish between functional area, especially for mid-level management and above. Focus on identifying 3 or 4 distinct vertical levels within your organization. For example:
1. Senior Leaders
2. Mid-upper Managers
3. Lower-level / First-line Managers
4. Individual Contributors (Non-managers)
For each of the 3-4 levels, the competency model will start with the "core", but also include the specific behaviors needed to succeed at each level.
Remember - don't reinvent the wheel. As you develop your competency models, reference our standard competency model as it will help you fill in the gaps as you create your own. The top-level categories will be based on statistical analyses and field experience. They are:
- Knowledge/Strategic
- Character
- Interpersonal
- Innovation/Change
- Building Talent
- Leadership/Motivation
- Execution
Different Competencies for People at Different Levels
If you are developing a 360 survey that will be used by people at different levels within your organization, the mix of categories and items will vary quite a lot across the various levels. It might help to think about the different levels in terms of the requirements for success in the following three areas:
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.
Teambuilding and Relationship Building
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.
Task Management and Execution
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.
When you are finished, you will have 3-4 competency models along with a list of survey categories and items for each one. By following these steps, you will have a vertically integrated approach that uses a common core across all levels, but that also maps out a progression from the bottom of the organization to the top.
Here is an example of how a specific category might apply across all levels of the organization, but vary in its nature, depending on level:
Teamwork
Upper Levels
Encourages cooperation and collaboration between business units
Establishes partnerships at all levels to achieve results
Middle Levels
Resolves conflicts among team members
Sets clear, achievable goals for all team members to follow
Lower Levels
Works effectively to achieve team goals
Cooperates effectively with team members
The first thing to decide is whether you want to work from an existing competency model or develop your own. Resist the temptation to re-invent the wheel. Many companies spend a great deal of time and effort creating a "unique" competency model for their 360 degree feedback program which ends up looking quite similar to our existing competency model.
If you will use 360 feedback surveys on a limited basis in your organization, consider using an existing competency model, perhaps with some minor adjustments to the evaluation form as needed.
For a company-wide 360 degree feedback program, you may want to spend some time developing a more unique competency model that incorporates your organization's leadership model and core values as well as the behaviors and performance standards that are expected of all employees.
Establishing the Core of your 360 Competency Model
Some aspects of your competency model will be the same for all employees, regardless of function or level within the organization. Call this your "core". The core of your 360 survey will include the following:
Items related to company values, mission, and vision
Competencies and expectations that apply to all employees, from the CEO down to the individual contributor.
Many competencies or behavioral categories will apply to employees at all levels, but the specific behaviors in each area will often differ. For example, "Interpersonal Skills" are important for everybody, but the expectations and requirements related to "Interpersonal Skills" will be quite different at different levels in the organization.
Other competencies will only be relevant at certain levels. For example, "Building Talent" is an important area for mid-level management and above, but not at all relevant to non-managers.
Beyond the Core
It is less important to distinguish between functional area, especially for mid-level management and above. Focus on identifying 3 or 4 distinct vertical levels within your organization. For example:
1. Senior Leaders
2. Mid-upper Managers
3. Lower-level / First-line Managers
4. Individual Contributors (Non-managers)
For each of the 3-4 levels, the competency model will start with the "core", but also include the specific behaviors needed to succeed at each level.
Remember - don't reinvent the wheel. As you develop your competency models, reference our standard competency model as it will help you fill in the gaps as you create your own. The top-level categories will be based on statistical analyses and field experience. They are:
- Knowledge/Strategic
- Character
- Interpersonal
- Innovation/Change
- Building Talent
- Leadership/Motivation
- Execution
Different Competencies for People at Different Levels
If you are developing a 360 survey that will be used by people at different levels within your organization, the mix of categories and items will vary quite a lot across the various levels. It might help to think about the different levels in terms of the requirements for success in the following three areas:
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.
Teambuilding and Relationship Building
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.
Task Management and Execution
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.
When you are finished, you will have 3-4 competency models along with a list of survey categories and items for each one. By following these steps, you will have a vertically integrated approach that uses a common core across all levels, but that also maps out a progression from the bottom of the organization to the top.
Here is an example of how a specific category might apply across all levels of the organization, but vary in its nature, depending on level:
Teamwork
Upper Levels
Encourages cooperation and collaboration between business units
Establishes partnerships at all levels to achieve results
Middle Levels
Resolves conflicts among team members
Sets clear, achievable goals for all team members to follow
Lower Levels
Works effectively to achieve team goals
Cooperates effectively with team members
June 28, 2011 at 11:51 AM
In 360 degree feedback individuals gain insight into their behavioral blind spots, they are better able to manage their careers, and they gain quantifiable data on interpersonal and leadership skills, 360 degree feedback system.
January 30, 2015 at 11:47 AM
Nice post!!! Through 360 degree feedback organizations gain the benefits derived from a highly developed workforce, such as increased promotion from within, and heightened productivity and quality. http://www.doortraining.co.in/solutions/assessment/360-degree-feedback