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Solvay Care & Dare 360 Assessment


INTRODUCTION

In a coaching relationship or development process, a 360 assessment provides an individual with feedback from multiple perspectives regarding observable aspects of their performance, leadership, and engagement.  360 assessments measure an individual’s effectiveness in a number of critical areas, and helps the individual accelerate their development by reinforcing their strengths and exposing blind spots.  Consult the 360 Global Standards document for more information.

The Audience

The Solvay Care & Dare 360 Assessment is part of the Solvay Leadership Academy (Transform), but can be administered outside of the program.  And while 360 assessments have beneficial applications for Individual Contributors and People Managers alike, the ideal populations for participation are People and Project Managers S19+.

The Feedback

Feedback is provided anonymously in a structured manner by the individual’s manager(s), peers, direct reports and other relevant stakeholders and collaborators, and includes the ability to compare the feedback with the individual’s own self-assessment.

The Process

The process requires a debriefing session with an internal or external coach, who helps the individual understand the results and translate them into action via development planning.  Consult the 360 Process Document to understand the end-to-end process in greater detail.

180 Assessment

In some situations, the 360 process may be modified to include the Manager and Employee only (a “180” assessment).  The Solvay Care & Dare 180 Assessment Questionnaire tool has been developed to support this self-guided process.  While the modified tool and process provides limited feedback, it is a more efficient alternative to the 360 assessment while highlighting strengths and opportunities for development aligned with Solvay’s Care & Dare Leadership Behaviors.  Click here to view the Care & Dare 180 Assessment Questionnaire.  Please note that the same standards apply to the 180 as the 360 and should be considered carefully with the employee before embarking on the process.

360 ASSESSMENTS 

Reflections for Leaders

Before pursuing a 360 assessment for an employee or team cohort, leaders should reflect on the following questions and considerations: 

  • What is the need for a 360 assessment?  What does the individual or cohort stand to gain from learning the perspectives of their manager and stakeholders?  Is this feedback critical for their development?
  • Is this the right time for a 360?  Has the individual recently completed a project or activity that creates an organic opportunity for timely feedback?  Or, has the individual expressed an interest in gaining insights into opportunities for development?
  • Is a 360 assessment the right solution for the situation?  If it is already clear what the employee could change about the way they do their job, is it more prudent to have a one on one discussion instead?
  • Does the individual trust you and their stakeholders or could honest feedback via the assessment have the potential to further divide the team?  Likewise, do their stakeholders have a good relationship with the individual and feel free to share their feedback, even in an aggregated report?
  • In a team cohort, are you and the team prepared for the time investment required from their peers, stakeholders, managers, and direct reports?  Will this add stress to the team? 












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