360º Employee Development Program
The 360º Employee Development Program developed by Clear Intentions is the most effective tool available for the assessment and development of your key employees. After personally completing over one hundred 360º assessments for employees at several Global 2000 companies, founder Barbara Schwarck discovered a need for an improved tool and evaluation process. This proprietary, online, 360º questionnaire uses feedback from the person being assessed, supervisor(s), direct reports, co-workers, and customers (internal or external). Customization to add additional groups and questions is also available.
Considering the best of existing tools, the 360º Employee Development Program is also sensitive to:
- The participant’s openness to feedback by focusing on key development areas.
- The respondents’ ability to give a thorough evaluation without having to invest more than 10-15 minutes of their time.
- The coach’s ability to interpret responses and go beyond just providing a summary of responses (by offering the ability to affect change in the debriefing process).
- The ability to analyze patterns within subgroups (supervisor, direct reports, colleagues and customers), as well as identify gaps (e.g., between expectations of respondents and participants, or expectations of performance versus actual performance).
- The ability to include or exclude direct, anonymous feedback.
Our 360º Employee Development Program provides you and your employees with detailed information about your workforce performance. It takes the guesswork out of employee performance, giving direct feedback to employees from everyone they touch. This will not only provide you with the understanding of how your employees can best meet the performance expectations of all your constituencies but also provide the best view into your potential leaders and reveal powerful information enabling you to develop, manage and maintain strong leaders. Highlighting the strengths and weaknesses of a team or department can eliminate costly errors when giving employees new responsibilities.
CernySmith Adjustment Index (CSAI-Business) an Assessment Tool for Global Employees
Who would invest a million dollars only to let their investment rust, fall into disrepair or fail, or buy a million dollars of a best-selling stock and never take a look to see how it's doing? And yet, every year corporations worldwide typically spend a million dollars 1 on a single three-year expatriate assignment and never "check on their investment". The GMAC 2006 Trend Survey of 180 international companies reveals that only 56% of employees and families successfully complete expatriate assignments. Furthermore, an additional 54% of employees leave their companies within two years of returning from an expatriate assignment. [GMAC, 2007]. Clear Intentions International has partnered up with CernySmith (CS), and we are pleased to introduce the CernySmith Adjustment Index (CSAI-Business). It is a premier international assessment for intercultural employees and family members. Normed in 130 different host countries with inpatriates 2 and expatriates from 41 passport countries, the 20-30 minute coaching assessment can easily be taken online. Its 97 questions yield strength and challenge results for 20 research- derived scales in five intercultural skill (ICS) domains: Personal, Behavioral, Relational, Cultural, and Organizational. Group reports are available to track company trends and progress.
ROI of Clear Intentions’ Assessment Tools
Calculating the ROI for any leadership development initiative is always challenging. Although these activities clearly lead to improved results, it is often difficult to establish an accurate ROI on development activities. The ROI of Clear Intentions’ 360 º Employee Development Program (multi-rater assessment) comes generally not from the assessment itself, but from the action taken as a result of the feedback. In other words, the assessment allows employees to see strengths, weaknesses, and gaps in perception vs. other raters. Using this information, the employee can undertake a targeted intervention: training, formal education, job reassignment, development opportunities, etc. The return on investment, therefore, comes from what is done as a result of the feedback. The feedback serves as an important catalyst to make this occur. There is extensive research data on the improvement experienced in organizations that use 360º assessments versus those that do not:
Studies show 360º feedback assessments can have a positive economic impact when used for leader development.
A study by J. Folkman showed that effective leaders have a lower turnover of employees under them. Another study showed performance-based assessments and development can result in a six-standard deviation improvement in employee performance, yielding a return on investment as high as 700%. Discrepancies between self-ratings and feedback from others can lead feedback recipients to perceive the need to change behavior.
Multi-rater feedback ratings are directly related to hard performance measures. Studies show a positive relationship between 360º feedback ratings and assessment center performance. “Ratees” who receive more favorable narrative comments from direct reports also generally receive more favorable annual performance reviews. Managers who received more favorable 360 º reviews had lower turnover and higher service quality. 360º feedback ratings were directly related to production measures. Various studies over a period of several years show significant improvements in multi-rater feedback scores between 1st and 2nd year of administration. All these are an indication that most ratees were able and willing to implement the feedback they received and their performance, as well as the bottom line, were positively-affected.
Results from our assessments provide a more comprehensive and precise picture of development needs, allowing organizations to target specific training and development initiatives where they are needed most. Managers who participated in development activities after receiving multi-source feedback are more likely to improve performance than other managers.
1 The average cost of a three-year American expatriate assignment is $1 million and 60% fail! [Cendant International, 2006]
2 Inpatriates are employees from other countries.
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