News and Articles
Case Study - Improving Team Performance
26th February 2007
Background
A medium sized retail company had feedback from clients and staff that some people were not performing. They had received criticism from other staff members that they weren't getting any communication from management and it was felt that senior management needed some feedback on their performance.
The Solution
Ownership approached Personnel Resources and it was identified that a diagnostic tool needed to be introduced in order to gather some specific feedback. It was suggested that a 360-degree feedback was undertaken across the management team. This is a diagnostic tool, which measures feedback from a number of sources who work closely with the individual being assessed, generally subordinates, managers and peers. This tool provides a structured confidential forum in which specific feedback can be given across 32 behaviours, thus preventing non specific complaints from disgruntled colleagues.
Once it had been decided that the 360 degree feedback tool was going to be used, it was important the communication process was handled well and that all those involved understood what was expected of them.
It was important to emphasise that the process was entirely confidential. Having a third party such as Personnel Resources was key at this stage as it meant that staff had someone external who they could refer any concerns or questions to.
Personnel Resources managed the process and communicated with all those involved via email and coordinated the completion of questionnaires. The entire process took less that 2 weeks to complete.
The Outcome
Once all questionnaires had been completed a comprehensive performance report is generated. Each manager who was being assessed was given a copy of their report to review prior to a one on one consultation with the company's owner.
Non-performance issues were identified for two of the managers, these issues were addressed with them and steps are now in place to improve on this. Without such specific factual evidence it would have been more difficult to address these issues and for the managers involved to accept this feedback.
The staff felt they had been listened to and had been given an opportunity to express their feelings through a constructive process.
The owner of the business was happy as he had some factual evidence to use to approach the non performance issues/
The individuals involved felt they had received a valid and fair assessment of their performance.