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.
A common complaint from organisations is that exit interviews are a waste of time, effort, and money. The reason for this is that they are simply done as part of the checklist for any exiting employee. Box ticked. Job done. But therein lays the problem.
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.
There are a range of potential strategies for enabling emotionally intelligent behaviour in teams at these three levels. Interpersonal understanding and perspective taking were two strategies that Druskat and Wolff discussed.
To what extent do organisations benefit from the many training courses they sign their employees up to each year? The real impact of training extends beyond the training environment but how much of this learning is applied back on the job?
This blog introduces “miracle question” and “exception question” techniques that can help people further identify, understand, and build on their goals to identify concrete indications of success and progress.
The tendency to focus on what is wrong is common among high achievers. When I go through 360 assessment results with people, they generally skim over the positive comments and zoom in on what they perceive as critical.
The fact that having a job provides us with an income, social contact, security, and a sense of purpose is undeniable. Furthermore, having a job has also been shown to be related to increased health and wellbeing.
A substantial proportion of our waking life is spent working, so it’s not entirely surprising that wellbeing at work has become an increasing area of interest for many individuals.
Identifying those who prefer to keep work and home separate and helping them to physically and mentally detach from work may be valuable. This could include making changes to role design and workload.