How 360 can shape your future learning campaigns

Following last week’s blog which explored how learners’ feedback could shape the future of your learning campaigns, it is worth considering how software can reduce L&D’s administrative burden.

360-feedback software is often associated with the evaluation of people within organisations to impartially assess their fit and suitability to their role and department. As such, 360-evaluations can be used in collaboration with L&D to assess whether individuals have achieved the expected learning outcomes and accepted genuine behavioural change, in order to measure the success of a learning campaign.

Some organisations implement 360 evaluations to assess the success of their learning courses. Feedback can be collected two-fold: it can be centred on managers following a leadership course; or centred on individuals to assess whether the courses have upskilled teams sufficiently as per the course’s desired outcomes.

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LEADERSHIP ASSESSMENT

Prior to the implementation of managerial leadership courses, many organisations encourage employees to complete 360 assessments of the manager. Then, once the manager has completed the leadership course, the 360 evaluation is repeated. The two sets of data are then compared to assess the success of the course, and if lasting behavioural change has set in.

Organisations also find 360 assessments useful when groups of managers complete the leadership course in the same period of time; organisations may opt to compare average score changes which may highlight any individuals that require further training or support.

360 evaluations also enhance the ‘holistic staff experience’ [1] – staff feel more empowered as their feedback directly relates to their manager’s leadership style.

COMPETENCY ASSESSMENT

Teams will also benefit from the implementation of 360-feedback on learning and development within the organisation:  with feedback, individuals can share their thoughts on how the course impacted their peers, so that managers can become more aware of skills gaps within the team. This feedback can then be used to assess the learning course, and whether it resulted in the expected behavioural changes. This can lead to better team development as any skills gaps can be filled through additional training.

With learners’ feedback on each other, L&D teams can tailor the remainder of the learning campaign to ensure that course content is relevant to job roles, enjoyable and relatable. If course content is relevant, enjoyable and relatable, learners are more likely to engage with it, which will result in lasting behavioural change – ultimately achieving the learning courses’ end goal.

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USING ANALYSIS FROM 360 EVALUATIONS

What is most critical to the success of 360 evaluations is the crafting of specific statements written to reflect the desired outcomes to gauge whether the individual is now displaying the intended behaviours. Following collation of how the courses impacted individuals’ working habits, the L&D department must take responsibility to readily accept any flaws and to proactively build on any weaknesses.

Through 360 evaluations, the business can gain insight into its employees’ learning preferences, and the training’s fit into the organisational culture – whilst aligning these with the long-term development goals of the business.

 [1] Towards Maturity 2016-17 Learning Benchmark Report

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