Where to get started? The first step is to develop a
questionnaire, but don't expect to do this over a cup of
coffee. The better the survey, the better the results. "The
key is to make the questionnaire strategically significant,"
says Richard Harris, a senior vice president with Boston-based The
Forum Corp., a human resources consulting firm that has implemented
multirater feedback systems in numerous companies. "You want
it to serve the critical needs of the business."
This means thinking hard about what the individual worker needs
to do to be effective, then writing survey questions that match
these needs. "The key is to measure competencies the worker
needs to benefit the company," stresses Gebelein. For
instance: "On a scale of 1 to 5, 5 being highest, rate this
worker on how well he or she meets deadlines."
Keep the survey not only focused but short. Busy employees
don't have hours to fill out forms. At Personnel Decisions, the
target time in surveys it provides its clients is completion within
10 to 25 minutes. (Tell employees how long the survey should
take--"otherwise, some people agonize over this," says
Gebelein.)
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Once surveys are written, it's time to begin the process.
Guess who gets rated first? You. "If commitment from the top
isn't there, don't even start this process," says Bob
Abramms, a senior consultant with ODT Inc., an Amherst,
Massachusetts, human resources consulting and publishing firm.
But don't be surprised if the feedback does not fill you
with cheer. "We know several facts about this process,"
says Mount. "People tend to rate themselves higher than others
do. We also know that, in many instances, direct subordinates are
tough raters of their bosses. Some bosses get hammered--and that
hurts."
Knowing this in advance lessens the sting. Besides, what the
workers will tell you may well heighten your effectiveness. Be a
role model here, too. If you shrug off the feedback, workers will
do the same.
What should you do about negative feedback? At Personnel
Decisions, Gebelein says, "We tell the person to meet with the
raters, thank them for their feedback, and tell them what they
learned and what they plan to do differently."
What if some of the feedback isn't clear to you? Ask for
elaboration--but do it gingerly. "It is difficult not to get
defensive when asking to clarify feedback you've been given. We
tell people instead to ask for advice about development, about the
steps they should be taking to improve," says Gebelein.
Once you've been through the process, expand it to include
your employees--and make sure rating sessions are followed by
actions. "Multirater feedback can be like a commitment to
exercise. How long does it take most people to slide back to not
exercising?" asks Knudson. "The same thing happens with
decisions to make behavioral changes."
The point is not simply to collect observations about yourself
but to follow up with changes that improve personal effectiveness
and benefit the business. Some businesses build follow-up meetings
with raters into their process--at three-month intervals, the rated
employee meets with the raters to review the changes implemented
and what still needs work.
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