The use of Artificial Intelligence (AI) for assessments is a very popular topic today. Hopefully, the discussion will not only help people to better understand AI and its opportunities and potential risks but also brings more awareness to standards for assessment use in general.

Assessments in the Human Resources arena for organizational use have different objectives, but there are always guidelines to follow. The guidelines that most people know about are the Uniform Guidelines on Employee Selection Procedures. Any assessment used for decision-making purposes (selection or hiring, promotion, or other types of decisions such as succession-related) should stand up to the scrutiny of these guidelines. If not, the organization is at risk of legal action and the sometimes very substantial costs that come with it.

Why should anyone be led by you?

For decades now, I have conducted 360 feedback and coaching discussions with leaders at all levels, representing numerous companies, industries, and regions of the world. For the majority of these feedback/coaching discussions, I have worked with The PROFILOR® 360 assessment. I have also trained many HR teams in conducting feedback/coaching sessions, both in one-on-one and group format, using The PROFILOR®. In conducting these HR workshops, I have discovered that many teams have the same questions and concerns about conducting one-on-one feedback sessions. In this article, I will share more about the way a conversation should happen to facilitate the most productive and impactful feedback/coaching session. Future articles will provide additional information on conducting high-impact feedback/coaching sessions.

This job aid is designed specifically to help leaders and employees have strong and productive development discussions after a 360-degree assessment process. It is organized into three phases related to these development discussions: preparing for the discussion, having the meeting, and following-up after the meeting. The following sections are organized according to these phases.

This Leader’s Guide is designed specifically to help leaders and employees have strong and productive development discussions, across time and on single occasions. Having these kinds of discussions help to ensure that the leader knows what is important to the employee’s engagement and feeling valued by the organization. They also help to ensure leaders and employees have the information they need to explore various career directions and opportunities for employees.

It is well understood that 360 feedback provides an individual with the insight to build skills and add value to the organization, but what benefit can an organization derive from the broad use of 360 feedback? 

Multi-rater or 360-degree assessment is a type of assessment that provides a 360-degree perspective for the person being assessed. The perspectives typically included are: self, managers, peers, direct reports, and others (often customers, for example). Feedback is collected from all of these perspectives regarding a person’s effectiveness related to various competencies and behaviors.  All of this information is collated into a report that gives a person a 360-degree view of how others perceive their effectiveness in the competencies and behaviors assessed.

When multi-rater or 360-degree assessments are implemented in an organization, often the company will evaluate and compare a number of 360 assessments and assessment partners. The following is a list of criteria to consider when comparing and contrasting options for 360 assessments and assessment partners:

High-Impact 360 Feedback and Coaching: Part II – The Action Plan

The use of assessments in companies today is a very common practice. Having assessment strategies and standards that guide companies in their assessment practices is not.

Examples of the frequent use of assessments in organizations today include: