Employee Development Must Offer Concrete Accountability Measures
As a former journalist, I knew it came down to asking the right questions to uncover key facts to get to the heart of a story.
Likewise, if leaders aren’t asking the right questions during 360 organizational surveys, then how could they possibly expect to receive sufficient data, much less better understand their workforce DNA?
TTI’s 360 surveys allow employers to assess the strengths and weaknesses in up to 1,000 respondents regarding their overall workplace performance, interpersonal communication and/or management style, with a focus on individual and company-wide development.
While effective 360 surveys can foster greater workplace communication and set clearer expectations, these benefits cannot be achieved if the development tools aren’t applied and rolled out successfully.
More importantly, these anonymous questionnaires can be paired with assessments, like DISC and 12 Driving Forces, to understand how someone’s actions and decision-making impacts their feedback, while also helping the facilitator deliver their development ideas in a more constructive manner.
Here are 5 mistakes that can cause a company’s 360 survey to fail.
- Poor planning and failing to inform participants: If the questions aren’t well thought out, you won’t get the answers you need to implement change. Clear communication between management and employees, explaining why this survey is being rolled out and what will come of the resulting feedback, will allow for more candid and honest answers.
- Misuse of data: 360 surveys produce the best results when used as intended. Be honest from the outset about expectations and never use the results to render employee decisions without an actionable plan moving forward. Once the data is misused, participants may lose trust with management.
- Lack of alignment with company strategy: What good is a 360 survey if it’s not measuring anything the company stands for and represents? If the metrics you’re measuring don’t align with the company’s mission, vision and values, then employees won’t develop skills that will move them forward, nor will any initiatives get off the ground.
- No accountability measures: Goal-setting is meaningless if no one is held accountable for achieving end-results. Leaders can’t expect change from their employees if they can’t adequately measure aptitude and progress. Creating accountability measures will allow for results to take place; development plans can be set up for those who fail to meet specific standards.
- Not evaluating effectiveness: Despite a successful rollout, leaders won’t be able to determine progress and results without proper follow-up and evaluation of the survey. Ensuring the results will be revealed and explained company-wide ensures the results are being used for the right reasons and will eventually lead to improved inefficiencies.
Despite the growing number of 360 organizational survey programs, successful implementation comes at a premium. Ensure your company has the right tools in place to measure key accountabilities and employee effectiveness.
Have questions about how TTI’s 360 organizational surveys can make your organization a better place to work? Call us directly at 800-869-6908 and ask to speak with John Carli.