Description
This volume is the definitive work on strategic 360 feedback, an approach to performance management that is characterized by: (1) having content derived from the organization's strategy and values; (2) creating data that is sufficiently reliable and valid to be used for decision making; (3) integration with talent management and development systems; and (4) being inclusive of all candidates for assessment.Featuring 30 chapters from leading practitioners in the field, the volume is organized into four major sections: 360 for Decision Making; 360 for Development, Methodology, and Measurement; Organizational Applications; and Critical and Emerging Topics. It presents viewpoints from researchers, scientists, practitioners, and consultants on best practices in the design, implementation, and evaluation of many forms of multirater processes and technologies currently used to support talent management systems.
Table of Contents
ForewordMarshall GoldsmithChapter 1. Introduction and Overview to the Handbook of Strategic 360 FeedbackAllan H. Church, David W. Bracken, John W. Fleenor, and Dale S. RoseChapter 2. What Are "Strategic" 360 Feedback Systems?David W. BrackenSection I. 360 for Decision-MakingChapter 3. Best Practices When Using 360 Degree Feedback for Performance AppraisalE.D. Campion, M.C. Campion, and M.A. CampionChapter 4. Historical Challenges of Using 360 Feedback for Performance EvaluationManuel London and James W. SmitherChapter 5. Technological Innovations in the Use of 360 Feedback for Performance ManagementSteven Hunt, Joe Sherwood, and Lauren PytelChapter 6. Strategic 360 Feedback for Talent ManagementAllan H. ChurchChapter 7. Using Stakeholder Input to Support Strategic Talent Development at Board and Senior Executive Levels: A Practitioner's PerspectivePaul WinumSection II. 360 for DevelopmentChapter 8. Application of 360 Feedback for Leadership DevelopmentCynthia McCauley and Stéphane BrutusChapter 9. Moving Beyond "The Great Debate": Recasting Developmental 360 Feedback in Talent ManagementJason Dahling and Samantha ChauChapter 10. Team Development with Strategic 360 Feedback: Learning From Each OtherAllison Traylor and Eduardo SalasChapter 11. From Insight to Successful Behavior Change: The Real Impact of Development-Focused 360 FeedbackKenneth M. NowackChapter 12. Integrating Personality Assessment with 360 Feedback in Leadership Development and CoachingRobert B. Kaiser and Tomas Chamorro-PremuzicChapter 13. Strategic 360 Feedback for Organization DevelopmentAllan H. Church and W. Warner BurkeSection III. 360 Methodology and MeasurementChapter 14. Factors Affecting the Validity of Strategic 360 Feedback ProcessesJohn W. FleenorChapter 15. Can We Improve Rater Performance?David W. Bracken and Christopher T. RotoloChapter 16. Rater Congruency: Why Ratings of the Same Person DifferAdrian FurnhamChapter 17. Is 360 Feedback a Predictor or Criterion Measure?Elaine D. Pulakos and Dale S. RoseSection IV. Organizational ApplicationsChapter 18. The Journey From Development to Appraisal: 360 Degree Feedback at General MillsTracy M. MaylettChapter 19. Harnessing the Potential of 360 Feedback in Executive Education ProgrammingJay A. CongerChapter 20. An Alternative Form of Feedback: Using Stakeholder Interviews to Assess Reputation at WalmartLorraine StomskiChapter 21. Mitigating Succession Risk in the C-Suite: A Case StudySeymour AdlerChapter 22. Integrating Strategic 360 Feedback at a Financial Services OrganizationWilliam J. ShepherdChapter 23. Leveraging Team 360 to Drive Business-Enhancing Change Across the Enterprise at Whirlpool CorporationStefanie Mockler, Rich McGourty, and Keith GoudyChapter 24. What Kind of Talent Do We Have Here? Using 360s to Establish a Baseline Assessment of TalentChristine Corbet Boyce and Beth LinderbaumSection V. Critical and Emerging TopicsChapter 25. 360 Feedback versus Alternative Forms of Feedback: Which Feedback Methods are Best Suited to Enable Change?Dale S. RoseChapter 26. Gender, Diversity, and 360 FeedbackAnna Marie Valerio and Katina SawyerChapter 27. Using Analytics to Gain More Insights From 360 Feedback DataAlexis A. Fink and Evan F. SinarChapter 28. The Ethical Context of 360 FeedbackWilliam H. Macey and Karen M. BarberaChapter 29. The Legal Environment for 360 FeedbackJohn C. Scott, Justin M. Scott, and Katey E. FosterChapter 30. Using 360 Feedback to Shape a Profession: Lessons Learned Over 30 Years from the Human Resource Competency Study (HRCS)Dave UlrichChapter 31. The Handbook of 360 Feedback: Themes, Prognostications, and SentimentsAllan H. Church, David W. Bracken, John W, Fleenor, and Dale S. RoseContributor BiographiesIndex
