Big Data and Multisource Feedback

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Here’s another NYTimes Corner Office offering, featuring Laszlo Bock, SVP of People Operations at Google. (http://www.nytimes.com/2013/06/20/business/in-head-hunting-big-data-may-not-be-such-a-big-deal.html?pagewanted=1).  The first half is about hiring with some interesting observations (especially if you have responsibilities in that area).  The second half describes their Upward Feedback process, along with other HR systems. And, no, they are not a client.

I offer these observations for your consideration:

• Big Data is the new fad, but many of us have been using large data bases to understand the impact of our change processes for a long time, whether at the organizational level (employee surveys) or the individual level (360 Feedback).
• Your organization is not using “Big Data” (at least in the way Laszlo is describing) if you are using external norms.  Note that Google is using internal norms very aggressively, tracking progress in moving the norm over time AND giving percentile rankings for each leader.
• The challenges he describes regarding hiring practices are very interesting, and it appears they are making some progress in implementing processes that are more predictive and more consistent. That said, hiring is always a challenge, and emphasizes the importance of using processes such as multisource (360) feedback to identify and either improve or weed out poor managers.
• He speaks to the importance of consistency in leaders.  360 Feedback promotes consistency in a number of ways.  First, it defines the behaviors that describe successful leaders, a form of alignment. One of the behaviors can relate to consistency itself, i.e., providing feedback to the leader about whether he/she is consistent.  In addition, an organization-wide 360 process that is administered and used in a consistent manner can only help in reinforcing the views of employees that decisions are being made on a fair basis. Organization-wide implementation is the key to success in creating change, acceptance and sustainability.
• Back to the percentile rankings.  I have found organizations strangely averse to this practice of letting the leader know where he/she ranks against peers.  As Laszlo notes, the challenge is to give the leader a realistic view of how he/she is perceived, and to create some motivation to change.  By the way, these rankings are one “solution” to leniency trends, that is, saying to the leader, “You may think you are hot stuff because you got a 4.0 rating (out of 5)  on that behavior, but you are still lower than 80% of your peers.”  That scenario is common in areas such as Integrity where we expect high scores from our leaders.
• I am a little surprised that he believes that the managers can “self-motivate” in the way he describes. I am usually skeptical that leaders will change without accountability. I would like to know more about that.  I have already noted the use of percentile rankings that most organizations dismiss, and are seen are powerful motivators in this process.  Laszlo also describes a dialog of sorts with the leader at the 8^th percentile. Who is that conversation with? If it is with another person (boss, coach, HR manager), that alone creates a form of accountability and an implied consequence if improvement isn’t seen. If the conversation is just in the leader’s head, it speaks to the power of the information provided by the percentile score.  Creating awareness is one thing. Awareness with context (e.g., comparison to others) is much more powerful.  (Maybe like, “That’s a nice pair of pants!  If it were the 60’s.”)
• Lastly, Laszlo  speaks to the uniqueness of his and other organizations regarding what the organization needs from its leaders and how an individual employee might fit in and contribute. This clearly speaks to the need for custom designed content for hiring practices and then internal assessments once an employee is onboard.

Google is doing some very interesting research regarding leadership.  Go back and look at their work on leadership competencies that they publicized a couple years ago. http://www.nytimes.com/2011/03/13/business/13hire.html?pagewanted=all

Beyond the research, Google is actually using their Big Data to create a culture, define the leaders they require, and putting some teeth into the theory with upward feedback at the forefront.  Yet, at the end, he notes that all the measurement must be viewed through the lens of human insight.  The context is deeper than just organization; it is also moderated by the current version of strategy, the team requirements, the job requirements, and the personal situation, all of which are in a constant state of flux.

©2013 David W. Bracken

Strategic 360 Forum

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I am organizing a one day event in New York City on July 24 for organizations that are using 360 Feedback processes for purposes beyond just leadership development.   There is no cost. Any organization wishing to be considered for attendance should contact me. The representative must be a senior leader who has responsibility both for implementation and influence regarding its strategic use in the company.

Strategic 360 Forum

July 24, 2013

Description

One day meeting, coordinated by David Bracken (OrgVitality), of organizations using 360 Assessments for strategic purposes, including support of human resource processes (e.g., talent management, staffing, performance management, succession planning, high potential programs).   Attendees will be senior leaders with responsibilities for both process implementation as well as strategic applications. Larger organizations (5000+ employees) will be given priority consideration for inclusion.

If there is sufficient interest and support from the participating companies, the Forum would continue to meet on a semi-annual basis.

Location and Date:  July 24 at KPMG, 345 Park Avenue, New York, NY 10154-0102

Tentative Participant Organizations:  Guardian, Bank of America, GlaxoSmithKline, KPMG, Starwood, PepsiCo, Federal Reserve NY, JP Morgan Chase

Benefits for Participants

• Learn of best practices in the use of 360 Assessments in progressive organizations
• Discover ways that 360 Assessments support human resource initiatives, including problems and solutions
• Create personal networks for future situations
• Create opportunities for future professional contributions, including 2014 SIOP Conference

NOTE: The specific process and agenda will evolve as the organizers interact with the participants and discover their expectations and ways that they can best contribute to the event.

Cost

There is no cost for participants beyond their active contribution. Lunch is provided.

Content

The core content will consist of brief presentations by select attendees.  For attendees interested in participating in a submission for the 2014 SIOP Conference, we will use the format and content of their presentations to feed a proposal submission.

Presentations will be followed by a group discussion where questions can be asked of the presenter and alternative viewpoints shared.

Depending on the programs and interests of the participating organizations, we will explore select  theme topics of high relevance relating to use of 360 Feedback. These topics may include:

• Performance Management
• Succession Planning
• High Potential Identification and Development
• Staffing/Promotions
• Coaching Programs
• Sustainability

The Forum meeting will also include a presentation by Bracken and Church based on their People & Strategy (HRPS) article on the use of 360 Assessments in support of (or replacing) performance management processes, followed by discussion.

Outputs

1)      As noted above, the content will be the basis for a proposal for inclusion in the 2014 SIOP Conference.

2)      The presentations and discussions will be organized and reported to participants.

Contact Information

Interested organizations should email me with a brief description of the 360 process(es) you wish to highlight/share (purpose, size, longevity, innovations), and your personal role/responsibilities.

David W. Bracken, Ph.D.

Vice President, Leadership Development and Assessment

OrgVitality, LLC

402-617-5152 (cell)

david.bracken@orgvitality.com