Wondering if 360° Feedback is right for your company — right now?
With Winningtemp, the obstacles that used to stand in the way (all the chasing, document handling, over-complicated software) have been cleared away. It’s simple to organise, run, and analyse 360 cycles in as agile a manner as you’d like.
So all that’s left are the impressive, science-backed benefits of running this kind of feedback. Here are the 4 HR-inspired reasons to get started with running 360° reviews at your company.
A 360° review cycle opens up a unique opportunity for team members to praise one another — and identify their strengths. It’s a potent combination that fuels individual performance, as well as trust.The result? You’ll see more self-supporting, self-motivating teams that perform at a higher level together.
A study by Gallup found that managers who received strengths feedback showed 8.9% greater profitability
Aligning costs with business priorities is hugely important work, and it can be tough without data to guide decision-making.
360° Feedback lets you gather on-the-ground intel about inefficiencies that are generating frustration and unnecessary costs, and illuminates what needs to be given more resources.
Optimising costs will also optimise conditions for employees. With a better understanding of bottlenecks, you can intelligently restructure work design to unleash more agility and responsiveness. Making everyone happier in their work.
With the world of work changing so rapidly, skill development has become a top priority for businesses across the board. Learning opportunities are highly sought after by talent hungry to grow, too.But how do you ensure you’re investing in the development of the right skills at the right time?
Feedback cycles give you the opportunity to match what employees want to learn with what your organisation needs. When employees — together with their managers — analyse their own roles and assess how they want to develop, specific ideas tend to come to the surface. Employees can then share accountability with HR in pursuing relevant upskilling opportunities.
According to research by Gartner, only 21% of HR leaders say peers share accountability or partner with HR to determine future skill needs.
Growth is the key word here. Reviews from multiple angles provide a helpful level of self-awareness, which helps people understand their blind spots and know exactly what to improve on, so they can progressively improve their capacity as leaders.
Empowering and upskilling leaders at every level of your organisation does a lot of things: it facilitates internal recruitment, creates greater resilience, and inspires loyalty.
Over 85% of all Fortune 500 companies use 360° feedback as a cornerstone of their leadership development process, as reported in Forbes.
The 2010s called. They want their annual employee surveys back.
When the pandemic hit back in March, organisations’ first priority in response to the crisis was ensuring workers' health & safety. As organisations begin to emerge from this phase, what factors must leaders now focus on to successfully address the next set of workforce challenges as they plan for the return of their workforce, and for the recovery?In this latest report, Gary Brown of Winningtemp outlines the key factors organisations are seeking to address, and the 3 actions to help take your organisation and people on the right path to recovery.In the latest surveys with HR professionals, the #1 topic in “back to work” was “ TODAY’S NEW BUSINESS ENVIRONMENT IS CHARACTERISED BY DISRUPTION AND UNCERTAINTY. With high profile companies such as BP, Rolls Royce, British Gas, and Heathrow announcing new job losses almost daily, workers know that the economic outlook is uncertain. Add to that the expansion of remote working, the displacement of many services to tech-based solutions, and the requirement for many firms to consider reducing working hours or headcount in order to manage a slow climb back to previous activity levels, and it should come as no surprise that the Mental Health Foundation recently reported that
As the clock struck midnight on New Year’s Eve, 2019, millions of people sang Auld Lang Syne together and made resolutions to lose weight, travel more, and no doubt, stop smoking. What is almost guaranteed however, is that no one assumed their biggest achievement that coming year would be to make it through a global pandemic.A pandemic that almost one year on still has a stronghold over the political and economical landscape of not only the United Kingdom, but the rest of the world too. Rich or poor, black, or white, naughty, or nice, Covid-19 cares not at all about your personal circumstances. And while there is now, finally, light at the end of a very long tunnel thanks to the rapid development of a vaccine, we can be sure of one thing, the way we live and how we work has forevermore been changed.The spring of 2020 should have brought with it a flourish of optimism. The reality of course was very different. Coronavirus had officially hit our shores and with it, lockdown life began. Remarkably, the data on employee engagement during this time and the proceeding months was exceptionally high. It seems that as people struggled with the day-to-day challenges that Covid-19 brought about, they took comfort in their work. They weren’t necessarily happy – that is an altogether different metric, but their work did give them a focus and opportunity to carry out some aspect of their lives in a normalised manner. For a time, it could be a distraction from the mounting anxiety and collective stress of a nation.Unsurprisingly, mental health issues have seen an exponential rise during the pandemic. Redundancies, home-schooling, the breakdown of relationships and the caring for elderly relatives, alongside the worry of the unknown, have all had an impact on employee wellbeing. > Companies must invest in various programs and solutions that help people maintain themselves, get rest, and learn how to deal with this uncertainty.” “It goes to the real issues of public health and collaboration. People helping each other and people supporting each other, checking in and listening. A lot of the human skills that are needed in any kind of a crisis, that is what companies are going to have to do. Because people aren’t going to stay on high alert for two years, they just can’t, it’s impossible.”