Tag Archives: survey

The 360 Story – Introduction to 360s

360-Degree surveying is a popular way for organisations to evaluate performance, assist employee development, and support talent management processed. By one estimate, multi-source feedback such as a 360 surveying is used in 90% of Fortune 1000 organisations, and this trend is reflected across a broad range of organisational industries and sizes.

Although a 360 can be seen as a one-stop-shop, the process must be handled with care to ensure the outcomes are positive and meaningful. To help ensure sustained developmental change among participants there are some key points to keep in mind. Continue reading


Why do people leave, and what can we do about it?

Why do people leave, and what can we do about it?

We all know that high turnover can be a major issue – it is both expensive and time consuming for an organisation to be continually replacing staff and training new employees. In 2013 it was estimated that in New Zealand the average employee turnover rate sat between 11% and 20%, while in 2012 it was estimated to sit at 17.7%. So, how can organisations reduce turnover and the associated expense?  This is not by any means a simple question to answer, and generally leads to the bigger question of why people leave organisations.

The number of variables that go into why an individual chooses to leave their job and/or organisation is huge. They may have been unhappy with their pay, it may have been an issue with their manager, it could be an issue with the job itself, they may want better training opportunities, and the list goes on. Due to the variety of factors involved in turnover, it makes sense to ask staff why they’re leaving, and then use that information to implement changes that are directly targeted at why people move on. This is where the exit interview comes in.

There are some great examples out there of organisations who were spending millions of dollars on turnover per year, who have then implemented a strategic approach to utilising exit interview data and have managed to significantly reduce turnover and the associated costs. On the other hand, there are also many examples of organisations conducting exit interviews and seeing no benefits. So how can your organisation achieve reduced turnover with exit interviewing?

Not all exit interviews are going to give you useful data, and, you will only get useful data out of the exit interview process if you know how to use it. Firstly, exit interviews need to be designed well. Questions should cover the most common reasons that people leave, and provide clear, actionable data. Exit interviews should not be too long, and they should provide opportunity for free comments as well as quantitative ratings.

They should also be easy to complete and analyse.  Online exit interviews have been found to lead to significantly larger participation rates compared to paper and pencil, and also facilitate effective and efficient use of the data. In the click of a button exiting employees can be sent an online exit interview, which can then be filled in at their own convenience or alternatively in a phone call with HR or an outside consultant. The data can then be reported on at an individual, group, and organisational level at any frequency, providing useful information and trends about why people leave the organisation. Such an approach is also cost and time effective, while giving you clear direction on how to keep people for longer.

Why wouldn’t you want to take a strategic approach to exit interviews?

For information about OPRA’s exit interview offering please see www.exitinterviewer.com

On the Receiving End of 360 Degree Feedback

360 degree feedback is a key tool in assisting employees to maximise their potential. It provides feedback from a range of sources (such as Managers, Peers, Direct Reports, and Customers or Clients), offering many advantages over traditional single-source feedback. 360 degree surveys are increasingly used in many workplaces and can be a valuable tool when used appropriately. There is plenty of information available about how to give feedback to people on 360 degree surveys but it is also important to consider tips on how best to receive 360 degree feedback.

As a participant in the 360 process it can be a daunting prospect – your circle of colleagues provide you with feedback on your strengths and development needs. This information is collated in a report full of graphs, tables, and comments. To make the process worthwhile and hold value, it is important that the person leading the process and feedback is committed to the process. It is also important that the person receiving the feedback is committed and willing. Some points to consider when receiving 360 degree feedback:

Have an open-mind – before receiving feedback on your 360 degree survey, think about your current attitude towards it, are you open to receiving feedback? Try to prepare by starting with a willing and objective attitude.

Absorb the information – give yourself time to take in the information. Understand and process the feedback. Do not jump on particular points or feel the need to get into the next step straight away. Take the feedback home and think over it for a few days.

Acknowledge the results – celebrate the positives while also acknowledging the negatives, reflecting on these. You’re allowed to feel proud or upset or taken aback or even surprised. Consider the feedback with other information you have received, have you had similar feedback before?

What have you learned – consider the benefits of completing the 360 degree process. Do you better understand how your own behaviour is interpreted by others? Are your perceived strengths and development areas consistent with what others have said?

Set goals – you now have the information to identify and focus your professional development and learning opportunities. You may want to prioritise some goals or address any issues that may have been raised.

Other options – consider sharing the information you received or goals that you have set with those who provided feedback. It can be hard for colleagues to provide information and acknowledging their contribution to your development may be helpful in their understanding of how the information is used.

Next steps – set a date in the diary for when your next 360 degree will be. Follow up your development goal process in this next one and consider what measures you have taken to improve on both your strengths and development needs.

These points all seem relatively straight forward but when immersed in a document of feedback it can be hard to remember to take a step back and a deep breath. The key point is to have an open mind, take your time, reflect, and then look forward.