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.