leaders and aligned to behaviour framework. In selecting 360 feedback providers, The briefing around Feedback there is the potential, particularly at feedback providers included providers to be senior management level, for feedback information on carefully identified with providers to be primarily from a similar selecting own feedback manager gender, ethnicity group resulting in an providers to avoid these potential imbalance of equality concerns. representation in the feedback results. The feedback provider survey indicated In the roll out of future that it was very time consuming to cohorts, consider the timing complete the 360 on line feedback of requests to give feedback system, particularly as 50% of to lessen the time burden respondents gave feedback to two or on feedback providers. more senior leaders. As the scheme is widened, this may impact on certain E&D Number of questions will be groups. reduced in future cycles. Ensure managers give staff time to complete the survey within their daily work activities. Whilst the feedback provider is Clear guidelines to anonomous, there is the potential for a managers on tips and hints provider to be identified, particularly if on receiving feedback. specific examples are given in the text available. This could lead to Senior leaders and the following outcomes: feedback provider survey to obtain views on the a) recipent seeking out the provider for of using the “experience” further clarification on the issue which 360 feedback scheme could prove uncomfortable for the (anonymous). provider. Survey results to inform b) less than honest assessments given future design work and roll by the provider for fear of retribution if out. identified. This could be more prevalent for certain equality groups. c) non participation of the feedback provider. There is a substantive evidence that Ensure all those who give (e-learning is unconscious bias impacts all of us and feedback will undertake ready to be our behaviours. In terms of measuring used and the “Understanding bias” performance, decision-making and so on, completion can people from equality groups are more be monitored) prone to be judged negatively. It is commonly reported that women in A consideration needs to be In next design Women and men leadership positions experience unique given in planning the phase challenges (although it is not exclusive to leadership development women) a lack of role model, a lack of programme to take account – confidence, experience of sexism and of these issues. stereotypes, exclusion from informal
leaders and aligned to behaviour framework. In selecting 360 feedback providers, there is the potential, particularly at senior management level, for feedback providers to be primarily from a similar gender, ethnicity group resulting in an potential imbalance of equality representation in the feedback results. The briefing around feedback providers included information on carefully selecting own feedback providers to avoid these concerns. Feedback providers to be identified with manager The feedback provider survey indicated that it was very time consuming to complete the 360 on line feedback system, particularly as 50% of respondents gave feedback to two or more senior leaders. As the scheme is widened, this may impact on certain E&D groups. In the roll out of future cohorts, consider the timing of requests to give feedback to lessen the time burden on feedback providers. Number of questions will be reduced in future cycles. Ensure managers give staff time to complete the survey within their daily work activities. Whilst the feedback provider is anonomous, there is the potential for a provider to be identified, particularly if specific examples are given in the text available. This could lead to the following outcomes: a) recipent seeking out the provider for further clarification on the issue which could prove uncomfortable for the provider. b) less than honest assessments given by the provider for fear of retribution if identified. This could be more prevalent for certain equality groups. c) non participation of the feedback provider. Clear guidelines to managers on tips and hints on receiving feedback. Senior leaders and feedback provider survey to obtain views on the “experience” of using the 360 feedback scheme (anonymous). Survey results to inform future design work and roll out. There is a substantive evidence that unconscious bias impacts all of us and our behaviours. In terms of measuring performance, decision-making and so on, people from equality groups are more prone to be judged negatively. Ensure all those who give feedback will undertake “Understanding bias” (e-learning is ready to be used and the completion can be monitored) Women and men It is commonly reported that women in leadership positions experience unique challenges (although it is not exclusive to women) – a lack of role model, a lack of confidence, experience of sexism and stereotypes, exclusion from informal A consideration needs to be given in planning the leadership development programme to take account of these issues. In next design phase