Beyond the C: Helping S'I' Leaders Make the Grade

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Beyond the CHelping S.I. Leaders Make the Grade

• Using 360-degree Evaluation as a Leadership
  Development Tool
•  

Presenters Lisa Cooper, MS, MA Maria Myers,
MS University of the Pacific
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Agenda

• Overview
• 360 Degree feedback defined
• Potential Feedback Sources
• Advantages
• Drawbacks or Limitations
• Using Results
• Principles for Success
• Recommendations

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Overview

• Benefits of Supplemental Instruction (S.I.)
• Role of S.I. leaders
• Using 360 degree feedback as a leadership tool.

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360 Degree Feedback Defined

• A comprehensive evaluation process that assesses
  the strengths and weaknesses of an individual
• Utilizes feedback from a variety sources
  including supervisors, peers, customers (in this
  case students).

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Potential Feedback Sources

• S.I. Leader as raters may include
• Raters may include
• S.I. Coordinator and/or S.I. Mentor
• Peer/Another S.I. Leader
• Student(s) who attend the S.I. Session
• The Faculty member who teaches the course that
  the S.I. Leader Supports
• (Others?)

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Who/what makes up a 360 Evaluation?
SI Coordinator and/or SI Mentor Evaluation (1-2)
Self Evaluation (1)
SI Leader Improvement
Instructor Evaluation (1)
Students (1-5)
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Advantages

• Receive constructive information about their
  strengths
• Comparison of self-perception with others
• Identified training needs
• Fosters collaboration
• Strengthens overall program assessment

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Drawbacks or limitations

• Objectivity is limited
• Feedback is complex
• Training can be time-consuming
• Implementation requires resources
• Not a once-a-term phenomenon

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Using Results

• Design a follow-up plan S.I.
• Monitor follow-up
• Provide continued support
• Establish learning environment

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Principles for Success

• Educate S.I. Leaders in the process
• Train S.I. Leaders
• "People need clarification about what is
  expected of them after they receive the feedback,
  as well as ongoing support, if what they have
  learned is going to lead to action or change"
  (Lepsinger, 1997, p. 45).

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Principles for Success, contd.

• Train raters
• "For 360 degree feedback to be effective as a
  stimulus for change, people need to understand
  its broader purpose" (Lepsinger, 1997, p. 41).
• Link tool to program mission, goals, and job
  description
• "It is much easier to gain peoples
  commitment...if they believe the behaviors that
  will be measured are directly related to the
  effective performance of their jobs" (Lepsinger,
  1997, p. 44).

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Recommendations

• Clearly delineate details
• Allow the S.I. Leader to have input
• Begin implementation of the evaluation process
  early
• Choose S.I. Leaders who will engage in the
  process lifecycle

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References

• Beacons Consultants. (2003). How can 360 be used
  to survey team effectiveness. Retrieved March
  30, 2006, from http//www.beacons.co.uk/docs/using
  360withteams.doc
• Collins, M.L. (2000). The Thin Book of 360 Degree
  Feedback A managers guide. Bend, ORThin Book
  Publishing.
• Corcoran, K. (2003). 360 Evaluation Tool. AXI
  News. Association Xpertise, Inc. Calgary,
  Canada. Retrieved April 14, 2006, from
  http//www.axi.ca/tca/jul2003/templatesplus_1.shtm
  l
• Coast Guard Personnel Command. (2004). 360
  Feedback. Author Arlington, VA. Retrieved March
  31, 2006, from http//www.uscg.mil/hq/cgpc/opm/360
  _Eval.htm
• Larkin Associates. (2004). 360-degree Survey.
  Retrieved March 30, 2006, from http//www.lakinass
  ociates.com/360degreesurvey.html
• Lepsinger, R. Lucia, A.D. (1997) The Art and
  Science of 360 Degree Feedback. San Francisco
  Jossey-Bass.