TMA Feedback Options

TMA Feedback Options

The TMA Method has three different feedback options. The 0 degree feedback for job interviews & personal assessments, the 90 degree feedback for evaluation and the 360 feedback instrument to measure competencies.



1. 360 degree Feedback Overview

The 360º feedback instrument is used to measure competencies. This instrument is about generating feedback through a number of people with a different perspective of the behavior of the central person. The goal is to obtain a broad picture of the current behavior in the workplace. TMA method facilitates 360º feedback using your or our competencies within each workflow imaginable.

The 360° feedback principle. The 360° feedback is a method for evaluating the behavior of an individual using multiple reviewers. The basis of this method is that the behavior of an individual is evaluated by a number of people around the rated person who have a good insight into the day-to-day functioning of this individual.

These may be colleagues on the same level, but also employees or an immediate supervisor. In some cases, also the view of (internal) customers is requested. By combining the different perceptions of these individuals, a complete picture will be drawn of the assessed person. The principle is used especially as a basis for personnel evaluation systems and/or coaching interviews. People from the direct surroundings evaluate the performance of the central person and thereby provide input for evaluation or interviews.

The 53 TMA Competencies are used for the 360 degree feedback process. You can choose from a minimum of 2 and a maximum 25 competencies. The 53 TMA competencies have a clear relation with the 22 TMA talents , Each competency has been extensively validated with test organizations and contains critical success factors on the general, operational, strategic and tactical levels.

Each competency contains behavioral examples that have been operationalized on the above general, operational, strategic and tactical levels. This vast competency library (behavioral examples, interview questions (STAR), development tips and coaching tips can be adapted to your own specific organization wishes. You can do this yourself or we can do it for you.

The TMA competency model online contain the components mentioned below of the TMA competency model

Starting from this point, you can compose competency profiles for your specific functions and adapt them to your own wishes.


2. 360 degree Feedback Steps

To introduce 360° feedback in an clear-cut manner, please take these 8 steps into consideration:

Step 1: 

Determine whether the organization is ready to receive feedback from different viewpoints. Think about management support and culture: participants must have confidence that the output from the 360° process will help them develop.

Step 2: 

Develop the competency model to classify the different roles and positions in your organization. Make the purpose of 360° feedback clear. Choose examples of behavior and competencies from our competency model. Select which people will receive 360° feedback (the central persons).

Step 3:

Explain the purpose of measuring the competencies of your candidates (e.g. personal development). Communicate clearly what happens with the results of a 360° feedback process. Be clear about this topic to both central persons and assessors.

Step 4: 

Make sure that each participant has the right infrastructure to provide feedback. Give the proper rights and notify the appropriate key persons. Train report owners in the correct reading and interpreting of the reports.

Step 5:

Inform the participants through a meeting or email. Determine the process that you want to follow (who provides the feedback - the central person or management?) Is the reporting anonymous or not? Who can see the reports?

Step 6:

Run the 360° feedback process. 

Step 7:

Discuss the results. After the deadline, the results will be ready to download. Decide the areas for development on the basis of predetermined objectives.

Step 8:

Perform the same 360° process again after 6 months to 1 year. Determine the growth of the feedback receiver.


3. Reliability and validity of the 360º Feedback Method 

The 360º Feedback Method can be subdivided into assessments by experts, peers and the candidates themselves. The reliability and validity of those three different kinds of assessments have been studied extensively. Results of those studies will be summarized briefly below for every evaluator group.


4.Expert assessments

If the 360º Feedback Method is used for an assessment at work, the candidate’s superior is usually one of the evaluators. In selection procedures the expert role is usually performed by a psychologist or consultant.

Assessments by colleagues, or peer assessments, are a useful alternative for assessments by superiors or experts. Both field and controlled studies show that peer assessment is a reliable method. Validity of peer assessments depends on a number of moderating factors. Firstly, it depends on the purpose for which the peer assessment is used. If the assessments are directed at development of the candidate with regards to evaluative objectives, not only the interpreter reliability increases; leniency also decreases, and the assessments are more differentiated between both evaluators and dimensions. Secondly, validity depends on the kind of peer assessment. Three forms can be distinguished:


1. Peer nomination: 

A number of peers is asked to nominate within their group who performs best in certain behavioral aspects. The person who is nominated most often performs best according to the group. This method discriminates effectively between group members who perform exceptionally well in certain aspects and those who do not. It renders no useful information on those group members who are not mentioned at all.


2. Peer ranking: 

A group of peers is asked to rank all group members from best to least performing on certain behavioral aspects. This kind of peer assessment is the most discriminating one. It renders no absolute information on the individual group members nor does it provide any information on the intervals between the ranks.

3. Peer rating:

Every group member assesses all other group members on a number of behavioral aspects using a specific rating scale. This method is useful for feedback purposes: it provides information on every individual group member, independent of other members. Both its reliability and validity are lower than with the other two methods. The use of scales makes the method susceptible to evaluators’ errors and differences between evaluators are more likely to occur. Although peer ranking and nomination are more reliable and valid, peer rating is most widely used. In peer rating, group members are assessed independently of each other and of the group. It provides an absolute score as opposed to the relative scores peer ranking and nomination provide. The 360º Feedback Method used within the TMA Method is based on peer rating.

4. Self assessment

Personality questionnaires ask candidates to describe themselves on the basis of a number of directed questions. Self assessments are generally regarded as less valid than, for instance, peer or expert assessments. Their reliability is low.