We developed and facilitate Turner’s Leadership in Action programme for senior managers and part of the programme is to provide participants with 360º feedback. We use our own leadership 360º model which all participants go through and receive feedback as part of the programme. It also forms part of the basis for the coaching participants receive during the programme.

Having now run several programmes we provided Turner with a group summary report which detailed the scores across the competencies for all of the programme attendees combined. This revealed that one of the weaker areas for leaders in Turner is ‘Developing People’. Interestingly, our exit survey analysis reveals that the main reason people leave the organisation is due to a perceived lack of development/progression.  

Heatherwood and Wexham Park Hospital NHS Trust approached us to help them implement a 360 feedback process to support their “Future Leaders programme”. This programme forms part of their talent management strategy and it was felt that 360 would be an essential part of this.

We worked with H&WP to initially design their competency model as they didn’t have one in place. This took just over a day of intensive work and enabled us to create a tailored 360 questionnaire for them. Once the questionnaire content was signed off we carried out all of the administration for H&WP, provided feedback to each 360 recipient and also provided H&WP with an (anonymous) group summary report which revealed the areas of strength/development need for the group as a whole. This enabled H&WP to further target their development work. 

We have since continued to provide 360 support and feedback to many other departments within the Trust such as Radiology, Theatres and A&E. 

We were referred to AVDC by Heatherwood and Wexham Park NHS Trust. AVDC initially engaged us to provide 360º feedback to their top team of senior managers.

We created a tailored online 360º questionnaire to incorporate AVDC's own behavioural competencies and brand the questionnaire in line with AVDC’s own branding. The initial timeframe was quite aggressive so we immediately set to work to review the competency model and to generate the questions. With regular updates and good communication between us, we were ready to send out the invitations to participants within 4 weeks of that initial meeting. 

The process itself consisted of creating the questionnaire, administering the questionnaire - which included liaising with participants and their respondents - carrying out the data analysis, production of individual feedback reports, provision of one-to-one feedback sessions and finally the provision of group analysis reports so that AVDC could quickly and easily view the overall results for the population who had received feedback. 

We have now provided 360º feedback to the top 60 or so managers within the Council and the intention is to begin repeating the process to enable the organisation to identify shifts in leadership behaviour.